The subject of marketing orientation has been of interest to researchers for several years. This article contributes to that body of literature by investigating the antecedents of marketing orientation of firms in Bulgaria. The main purpose of the paper is to analyze data from 24 wine processing firms to assess the relationships of some precondition to marketing orientation as: management emphasis on marketing orientation, centralization, interdepartmental connectedness and strategic flexibility with the level of marketing orientation. Both top management emphasis on marketing orientation and interdepartmental connectedness were identified as significant positive predictors of a marketing orientation. The relationship between the centralization and strategic flexibility to marketing orientation were identified as non-significant.


Key words

marketing orientation; preconditions, Bulgarian firms



Манов, В. “Новата парадигма на диалога фирма-обкръжаваща среда”, сп.”Икономически алтернативи”, бр.2, 2005, с.3-12
Съйкова, И. Статистически изследвания на зависимости и други връзки в социално-икономическата област, I част, УИ Стопанство, С. 1991г
Узунова Юлия, Стратегическата маркетингова активност. Устойчивост на фирмите при промени, ИК Стено", Варна, 2004г.
Avlonitis, G.J. and Gounaris, S.P., “Marketing orientation and its determinants: an empirical analysis”, European Journal of Marketing, Vol. 33 No. 11/12, 1999, pp. 1003-1037
Green K. W. Jr., R. A. Inman, G., Brown, T. H. Willis “Market orientation: relation to structure and performance”. Journal of Business & Industrial Marketing 20/6 (2005) pp. 276–284
Grewal, R. and P. Tansuhaj (2001), "Building Organizational Capabilities for Managing Economic Crisis: The Role of Market Orientation and Strategic Flexibility," Journal of Marketing, 65 (2), 67-80
Hage, Jerald. “An axiomatic theory of organization” Administrative Science Quarterly,, Vol. 10 Issue 3, Dec1965, pр. 289-320
Harris, L.C., N. F. Piercy ”Management behavior and barriers to market orientation in retailingcompanies” The Journal of services marketing, Vol. 13, 2, 1999, pp. 113-131
Jaworski, B., A.K. Kohli “Market Orientation: Antecedents and Consequences,” Journal of Marketing, 57 (July), 1993, p.53–70
Kohli, Ajay K., and B. J. Jaworski,. ‘Market Orientation: The Construct, Research Propositions, and Managerial Implications’, Journal of Marketing, 1990, 54 (April), с. 1-18.
Kohli, A. K., B. J. Jaworski, and A. Kumar, 1993. “MARKOR: A Measure of Market Orientation’, Journal of Marketing Research, 30 (November), 1993, с. 467-477
Kuada, J. and S. N. Buatsi “Market Orientation and Management Practices in Ghanaian Firms: Revisiting the Jaworski and Kohli Framework” Journal of International Marketing, Vol. 13, No. 1, 2005, pp. 58–88
Maltz, E., A.K. Kohli “Reducing Marketing's Conflict With Other Functions: The Differential Effects of Integrating Mechanisms” Journal of the Academy of Marketing Science Volume 28,No. 4, 2000, p. 479-492.
Pulendran, Sue, R. Speed, and R. E. Widing II, “The Antecedents and Consequences of Market Orientation in Australia,” Australian Journal of Management, 25 (September), 2000, 119-143
Tay, Linda and N. A. Morgan “Antecedents and consequences of market orientation inchartered surveying firms” Construction Management and Economics, 20, 2002, pp. 331-341
Webster, F.Е., Jr., Market- Driven Management: Using the New Marketing Concept to Create a Customer- Oriented Company, New York, John Wiley & Sons, 1994
Wong, V., J. Saunders, P. Doyle “The barriers to achieving stronger market orientation in British companies: an exploratory study”, proceedings of the 22nd Marketing Education Group Conference, 1989, pp. 35-64


Full Text: PDF (Bulgarian)

Please publish modules in offcanvas position.