The market orientation of domestic and international new ventures

Tage Koed Madsen, Hans Eibe Sørensen, Rosalina Torres-Ortega

    Research output: Contribution to journalArticleResearchpeer-review

    4 Citations (Scopus)


    Copyright © 2015 by Emerald Group Publishing Limited All rights of reproduction in any form reserved. Market orientation is often mentioned as a key factor for the success of domestic and international activities, but our knowledge about differences in degrees of market orientation remains limited for firms that have varying degrees of international activities. In particular, the literature is very sparse with regard to studies of newly established firms. Our study empirically explores this gap examining how different types of new ventures adopt two strategic components of market orientation customer orientation and competitor orientation. Our empirical evidence is based on responses from CEOs of 249 Danish manufacturing firms that are categorized into four groups, depending on their degree of international operations within the first three years. We demonstrate that the most internationally oriented firms seem to be the most market oriented in general. They are significantly more competitor-oriented than domestically oriented firms, but the results regarding customer orientation are more mixed. Interestingly, we find indications that the strategic emphasis on customer orientation may be higher for firms with domestic operations than for those with limited international operations. We discuss implications for research and managers.
    Original languageEnglish
    Pages (from-to)21-44
    JournalAdvances in International Marketing
    Publication statusPublished - 1 Jan 2015


    • Competitor orientation
    • Customer orientation
    • Domestic and international new ventures
    • International entrepreneurship
    • Manufacturing firms
    • Market orientation


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