Authors: Sulieman Ibraheem Shelash Al-Hawary; Kamel Mohammad Yousef Al-hawajreh; Hussein Ali Al-Zeaud; Anber Abraheem Shlash Mohammad
Addresses: Department of Business Administration, Faculty of Finance and Business Administration, Al al-Bayt University, P.O. Box 130040, Mafraq 25113, Jordan ' Department of Business Administration, Faculty of Finance and Business Administration, Petra University, P.O. Box 1023, Khribt Al-Souk 11621, Jordan ' Department of Economic and Finance Administration, Faculty of Finance and Business Administration, Al al-Bayt University, P.O. Box 130040, Mafraq 25113, Jordan ' Marketing Department, Administrative and Financial Sciences Faculty, Petra University, P.O. Box 961343, Amman 11196, Jordan
Abstract: This study aimed to investigate the impact of market orientation strategy on the performance of commercial banks in Jordan. A 17-question questionnaire was devised and distributed to a random sample of 274 employees. Two hundred seventy questionnaires were restored with a response percentage of 98.54%. And by using SPSS version-17, the impact of market orientation was assessed as to the performance of the companies concerned. The study revealed the existence of a positive impact, with its whole dimensions, of the market-orientation. This includes the following being ordered according to their importance: customer-orientation, competitors orientation as well as inter-functional coordination. The study recommends a continuous review of the market-orientation in order to reinforce its positive aspects and address its negative ones, motivate bank work teams to improve their skills of precisely defining the clients' needs and ensure meeting them, and respond immediately to the competitors' plans and strategies. This has the effect of motivating the clients to proceed to deal with and prefer the bank concerned, cooperate with its employees and share the information related to clients and competitors with them.
Keywords: commercial banks; market orientation; customer orientation; inter-functional coordination; Jordan; bank performance; banking industry; competitor orientation.
International Journal of Business Information Systems, 2013 Vol.14 No.3, pp.261 - 279
Published online: 10 May 2014 *Full-text access for editors Full-text access for subscribers Purchase this article Comment on this article