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<p>Despite the prominent importance of market orientation (MO) in the marketing and strategic management literatures, little is known about its contemporary aspects, specifically about the nature, form, and interaction of digital market orientation (DMO) and traditional market orientation (TMO). This study proposes and tests a conceptual model to investigate the simultaneous effects of TMO and DMO on customer relationships, and in turn, on business performance. Drawing on the digital twin concept and data from firms, findings show performance differences across forms of MO such that the effectiveness of customer relationships and performance require TMO, DMO, but surprisingly their combination (TMO*DMO) yields weaker outcomes. Findings suggest a hierarchy of analytic effects of TMO*DMO &lt; TMO &lt; DMO. Furthermore, customer relationships fully mediate the effect of TMO and DMO (but not TMO*DMO) on performance. Post hoc analyses provide additional nuances regarding the balance and interplay between TMO and DMO. Key contributions include: extending the MO concept into the digital and marketing analytics domains by distinguishing DMO from TMO, challenging the assumed synergy of combining TMO and DMO by revealing a hierarchy of effects, and offering a theoretical framework for future research on multiple MOs. These help view MO as a context-dependent construct and add knowledge on how firms navigate digital transformation in marketing strategy.</p>

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Should digital and non-digital market orientations co-exist?

  • 期刊论文

  • 发表日期：

    2025年7月24日

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  • Itzhak Gnizy

摘要

Despite the prominent importance of market orientation (MO) in the marketing and strategic management literatures, little is known about its contemporary aspects, specifically about the nature, form, and interaction of digital market orientation (DMO) and traditional market orientation (TMO). This study proposes and tests a conceptual model to investigate the simultaneous effects of TMO and DMO on customer relationships, and in turn, on business performance. Drawing on the digital twin concept and data from firms, findings show performance differences across forms of MO such that the effectiveness of customer relationships and performance require TMO, DMO, but surprisingly their combination (TMO*DMO) yields weaker outcomes. Findings suggest a hierarchy of analytic effects of TMO*DMO < TMO < DMO. Furthermore, customer relationships fully mediate the effect of TMO and DMO (but not TMO*DMO) on performance. Post hoc analyses provide additional nuances regarding the balance and interplay between TMO and DMO. Key contributions include: extending the MO concept into the digital and marketing analytics domains by distinguishing DMO from TMO, challenging the assumed synergy of combining TMO and DMO by revealing a hierarchy of effects, and offering a theoretical framework for future research on multiple MOs. These help view MO as a context-dependent construct and add knowledge on how firms navigate digital transformation in marketing strategy.