Explaining interferim cooperation and performance: toward a reconciliation of predictions from the resource-based view and organizational economics

Article Abstract:

The reconciliation of differences between management strategies of resource-based view and organizational economics has been difficult to resolve especially for managers responsible for running new operations. There can only be cooperation between companies when in pursuit of a common goal. Resource-based view believes that top managers choose actions that optimizes a company's resources and capabilities while organizational economics believes that the manager's central concern is the efficient organization of activities. A study has revealed that companies do not simply respond to the logic of only the resource-based view or organizational economics, but rather react to the problems identified by either strategies.

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Market orientation and performance: An integration of disparate approaches

Article Abstract:

The role of market orientation in shaping firm performance, defining market orientation as a cultural emphasis is debated. It is concluded that the market orientation has to be investigated by comparing it with other important performance antecedents and should not go only with the definitions of market orientation.

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Does market orientation matter? A test of the relationship between positional advantage and performance

Article Abstract:

The effect of a market orientation plan on corporate performance is examined.

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