Abstract
Prior research has shown a correlation between market orientation and business performance as measured through new product success. Market orientation has traditionally been measured through the MKTOR and MARKOR scales developed by Narver and Slater and Kohli et al., respectively. We examine whether there might be a different, complementary way to study market orientation. Kohli and Jaworski discuss the role of networks in achieving higher levels of market orientation, but network analysis has not previously been used to study market orientation. Following Kohli and Jaworski we find that network analysis can show how information is gathered and disseminated within a group; and following Narver and Slater we find that network analysis can be used to examine customer orientation and coordination. We discover a possible association between the organization’s structure and its level of coordination, and that certain roles within the group facilitate increased customer orientation within the team. Our research suggests that network analysis, particularly when managers participate in the interpretation of results, can be an effective means of identifying and correcting obstacles to a team’s market orientation. We believe our research contributes to theory by showing an alternative, complementary way to study market orientation and suggests factors that contribute to a group’s level of market orientation. We believe that this research contributes to practice by providing managers with a practical measure to improve their organization’s market orientation, thus increasing the likelihood of new product success.