Resumo

YNZUNZA CORTES, Carmen Berenice  e  IZAR LANDETA, Juan Manuel. Impact of market forces and market orientation on organizational performance. Investig. adm. [online]. 2010, vol.39, n.106, pp.7-16. ISSN 2448-7678.

This article examines the effects of market forces and market orientation on organizational performance in 116 manufacturing firms in the State of Querétaro, a non-probability convenience sampling. Data collection was done through personal interviews and the statistical technique used was structural analysis, which was designed for the structural model and the respective measure and tested using the AMOS software. To measure market forces used the scale developed by Kohli and Jaworsky (1990) and market orientation the instrument proposed by Narver and Slater (1990). In the case of organizational performance, we used some items and Ramaujan developed by Venkatraman (1986), others Vorhies and Morgan (2005) and the rest were designed. The results of the study tested the impact of the forces and market orientation on organizational performance. Technological turbulence, the market and competitive intensity have been significant market forces, just as customer orientation, competitor and functional coordination have been to market orientation. The organizational performance is affected both by market forces as market orientation in the operational aspects of profitability, growth, adaptability and customer satisfaction. It concludes that companies that establish a market-oriented strategy and have an ability to adapt to the environment, have a better organizational performance. The findings are consistent with those found in other studies conducted in other countries.

Palavras-chave : market forces; market orientation; organizational performance; market turbulence; technological turbulence.

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