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ijcrb.webs.com JUNE 2011 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 3, NO 2 show patterns of behavior representative of four competitive strategy types: prospectors, defenders, analyzers, and reactors. The prospectors are characterized by their constant search for new products and markets. They continually experiment with new products and venture into new markets to satisfy their customers’ need. On the other hand, the defenders have a narrow and stable product and market domain and seldom make major adjustments in their technology, structure, or products. Their focus is on more efficient ways of producing a given product or service. A dimension underlying this typology is a firm’s proactiveness in pioneering products and markets. The more proactive strategy, such as a prospector’s, would require a firm’s management to spend more time on scanning its external environment and evaluating changes in the market. The notion that strategic orientation affects perceptions of external events is also well established (Johnson, 1995). Prospectors need a much wider range of information to make strategic decisions regarding issues, such as competitive response and new product design. However, defenders may focus on intrafirm knowledge dissemination as a way to improve internal efficiency within the organization. However, while strategic and structural adaptive responses have received empirical attention (Ginsberg & Venkatraman, 1995) relatively little information is available about adaptability of firms (Ginsberg & Buchholtz, 1990). An adaptive organization is one that recognizes an emerging marketing phenomenon, identifies it as a threat or opportunity, and adjusts to new market conditions. McKee et. al. (1989) suggest a firm may develop the capability to adapt to market shifts by carrying out marketing scanning, monitoring customers, cultivating customer loyalty via appropriate marketing programs, engaging in product development, monitoring competitor’s pricing, building an extensive distribution network, developing promotional programs, screening and training personnel, and lobbying various levels of government for action favorable for the firm. In fact these are the main marketing activities a firm should carry out to adapt a market and be successful (Brenan, Turnbull, & Wilson, 2003). So adaptability should be explained and operationalized as a concept using more specific terms. Fey and Denison (2003) define adaptability as being able to translate the demands of the business environment into action. They define adaptable firms as being driven by customers, take risks, learn from their mistakes, and experience at creating change. Denison (1990) suggests there are mainly three aspects of adaptability impact on organization's performance. First is the ability to perceive and respond to the external environment. Successful organizations are very focused on their customers and their competitors. Second is the ability to respond to internal customers, regardless of level, department, or function. Third is the capacity to restructure and reinstitutionalize a set of behaviors and processes that allow the organization to adapt. He argues that without this ability to implement adaptive response, an organization cannot be effective. Organizational effectiveness is a function of the fit between organizational factors such as structure, process, and external environments (Hrebiniak & Joyce, 1985). Therefore, it is posited in many studies that adaptability of organizations impacts organizational performance to a large extent (Fey & Denison, 2003; Oktemgil & Greenly, 1997). Moderating role of adaptability Day (1994) suggested that although a firm may be market oriented, the implementation of its market orientation may be weak relative to other firms. This suggests that the effectiveness of both responsive and proactive market orientations on firm performance may hinge on the appropriate implementation conditions such as its adaptability. Adaptability reflects firms’ ability to adjust to the changing environment. Whether a firm has the capacity to apply proactive and responsive market orientation depends on its capacity to understand the changing needs of COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 1368
ijcrb.webs.com JUNE 2011 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS VOL 3, NO 2 customers and being able to respond to the changes. Marketing forms are explained as cultural values of a firm. However, they do not explain if firms are able to act related in accordance with such cultural values. It is posited that adaptability has <strong>differential</strong> moderating effects in the relationship between responsive and proactive market orientations and performance. Based on the literature review following hypothesis have been developed: H1: Responsive market orientation affects firm performance negatively. H2: Proactive market orientation affects firm performance positively. H3: Adaptability affects firm performance positively. H4: The effect of responsive market orientation on firm performance becomes positive when the firm has high adaptability. H5: The effect of proactive market orientation on firm performance is stronger when the firm has high adaptability. H6: Proactive market oriented firms perform better than reactive market oriented firms as the adaptability of firms increases. The model depicting the relationships among the constructs is below. Responsive Market Orientation Adaptability Proactive Market Orientation Firm Performance Figure 1. Research Model 3. Methodology 3.1. Sample and data collection The sample were drawn from small and medium sized firms which are members of İstanbul Chamber of Commerce. This is a nonrandom sample in which firms were selected to comprise a broad spectrum of industries. Small and medium sized firms were chosen for the reason that most of the firms in Turkey fall in this category and they have a significant role in the business life in Turkey. To be able to make generalization, firms were chosen from various industries including finance, retailing, wholesaling, manufacturing, etc. This is relevant because the researched subject is not restricted to any industry. The owners or the senior marketing managers who are believed to have enough knowledge about the marketing activities and strategies of the firms to answer the questionnaire and are the decision makers in the firm are chosen as the respondents. The answers were obtained with face to face interviews. 450 Firms were chosen but some of them either could not be reached or rejected to answer the questionnaire. After reviewing the answered questionnaires, 406 of them were decided to be used in the analysis. The response rate is 90%, which is high enough to carry out the analyses. To test non-response bias, COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 1369
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