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dc.contributor.authorSarkar, Soumya
dc.contributor.authorMishra, Prashant
dc.descriptionSarkar, Soumya, Marketing, Indian Institute of Management Ranchi, Ranchi, India; Mishra, Prashant, Marketing, IIM Calcutta, Kolkata, India
dc.descriptionISSN/ISBN - 0965254X
dc.descriptionDOI - 10.1080/0965254X.2016.1148768
dc.description.abstractThe relationship between market orientation (MO) and one of its most important consequences–firm performance–has received considerable attention in marketing research. Performance has been largely judged through financial or objective measures. This paper connects assimilation of MO in firms with corporate brand performance since academics have not used judgmental or market-based measures in assessing performance. We have introduced customer-based corporate brand equity to obtain a rounded idea of firm performance. This is achieved through a dyadic study, instead of self-assessment, wherein the marketing chiefs of B2B firms and their respective organisational customers are surveyed to gauge the effects of incorporating MO. We have shown that corporate brand performance is enhanced significantly in the presence of organisational innovativeness. From a practitioner’s perspective, the study details the organisational actions to be taken to assimilate MO and how those can be exploited to enhance corporate brand performance. © 2016 Informa UK Limited, trading as Taylor & Francis Group.
dc.publisherJournal of Strategic Marketing
dc.subjectB2B marketing
dc.subjectCustomer-based corporate brand equity
dc.subjectDyadic analysis
dc.subjectMarket orientation
dc.titleMarket orientation and customer-based corporate brand equity (CBCBE): a dyadic study of Indian B2B firms
Appears in Collections:Marketing

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