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The purpose of this paper is to analyse the economic effects of Covid-19 on French men's professional basketball club championships. Three research questions are raised: What are the characteristics of the economic model of French men's professional basketball? Has this economic model changed over the 2008/2009 to 2018/2019 period? What are the economic effects of the Covid-19 crisis on the finance of French men's professional basketball clubs?

Relying on a privileged access to the financial data of professional clubs in the two top-tier divisions (456 observations: 222 in Pro A/Jeep Elite and 234 in Pro B), this research focuses on economic models of French men's professional basketball clubs. The breakdown of revenues, expenses and financial performance is examined over the 2008/2009 to 2018/2019 period. The short-term economic effects of Covid-19 are measured over the 2019/2020 and 2020/2021 seasons.

The Covid-19 crisis, at least in the short term (2019/2020 season), has affected revenues and expenses. With the closedown of the championship, two out of three main revenue sources have significantly decreased, while two main expense sources have decreased as well. The net incomes of Jeep Elite and Pro B clubs are in the black contrasting with the 2018/2019 season (pre-Covid) owing to clubs having benefited from governmental and federal measures and a stronger support from local authorities and their shareholders.

Given the financial difficulties that clubs would have faced without governmental support, the federation and leagues would be well advised to develop a real crisis management competence within professional clubs. Owners of French professional men’s basketball clubs must increasingly adopt product diversification strategies to be better prepared for future crises.

Recent research on the economic effects of Covid-19 has focused on professional and amateur football. To the best of our knowledge, one does not avail detailed research on the potential effects of a health crisis fought with containment measures on professional basketball clubs. French professional basketball deserves to be studied because it has the third largest professional league revenue (behind football and rugby) and it is the second most practiced sport in France. Its sources of finance, which are different from those witnessed in football and rugby, also make it an appropriate subject for study.

The effect of market orientation (MO) on new product development (NPD) has been widely discussed in recent research. This paper aims to summarize the theoretical and empirical literature in this field from 1990 to 2016.

A total of 89 papers were published in 15 top management journals over this period of nearly 30 years. Forty-one papers are identified as major research and recognized as five main streams by an approach of inductive.

Conclusions regarding trends in the literature on MO–NPD relationship and surfacing future research directions were drawn.

Managers can take a better understanding of the concept of MO. Moreover, they can find some approach to promote their firms’ NPD. Furthermore, they should keep in mind that MO’s effect on NPD may depend on different factors, and different types of MO may lead to different types of NPD. In addition, this paper provides researchers with systematic understanding of the literature in this area, and future research directions.

This is the novel paper to systematically review the literature on the effect of MO on NPD, and the first to classify the studies into five streams which provides clear directions for future research.

This study aims to examine the relationship between market orientation and product innovation and the mediating role of technological capability in this relationship. It also aims to examine the effect of market orientation on product innovation within the framework of technological intensity classification of the fields of business activity.

The research data were obtained from 186 senior and mid-level managers of 627 manufacturing firms that are widely considered to be innovative, and that are ranked among Turkey's largest 1,000 manufacturing firms (ISO 1000). The data were analyzed using partial least squares structural equation modeling.

Customer orientation and interfunctional coordination, two distinct dimensions of market orientation, had positive effects on product innovation. Technological capability played a mediating role in the effect of customer orientation and interfunctional coordination on product innovation. In addition, interfunctional coordination positively affected product innovation in firms with low technological intensity, whereas customer orientation positively affected product innovation in firms with medium-high technological intensity.

For the success of product innovations, firms should establish mechanisms to obtain information about customer needs and expectations and to disseminate and effectively use this information among organizational functions. They also need to improve their technological capabilities to effectively transform market knowledge into product innovation.

The relationship between market orientation and product innovation has been examined in previous studies; however, there is an insufficient number of studies on the mediating role of technological capability in this relationship. This study aimed to eliminate the gap in the literature regarding the mediating role of technological capability. In addition, innovation activities of firms vary depending on the technological intensity, but only a limited number of evaluations have been conducted on this subject. This study contributes valuable knowledge to the relevant literature by examining the impact of market orientation dimensions on product innovation according to technological intensity.

Marketing orientation can be described as a culture in which organizations strive to create superior value for their customers (and superior performance for the business) by focusing on customer needs and long‐term profitability. Some studies have found that firms with a high degree of marketing orientation experience improved performance; othershave found mixed or non‐significant results. While all firms are strongly influenced by their external environment, small to medium sized firms (SMEs) may be even more influenced by their own internal culture. The smaller firms are less bureaucratic and more a reflection of their own specific leadership and internal circumstances. The marketing orientation of these firms may in part be determined by such factors as the scope of the business or the managerial style of the president. This study examines the market orientation of SMEs relative to several characteristics of the organization and the managerial style and background of the company president. In addition, marketing orientation is examined relative to company performance in terms of both change in sales and change in profits. The results of this study confirm some earlier research on marketing orientation and provide some new insights and questions on this important strategic dimension.

Marketing orientation refers to a culture in which organizations strive to create superior value for their customers (and superior performance for the business) by focusing on customer needs and long-term profitability. Some studies have found that firms with a high degree of marketing orientation experience improved performance; others have found mixed or nonsignificant results. The marketing orientation of small businesses has not been thoroughly investigated, however. This study of more than 200 small business CEOs examines the marketing orientation levels of small to medium-sized firms (SMEs) as well as the impact of various internal variables (sales/profit performance, company characteristics, and CEO characteristics) on marketing orientation levels. The results confirm some earlier research on marketing orientation and provide new insights into this important strategic dimension.

The objective of this paper is to extend the study of new product development speed in the marketing discipline. The article outlines a conceptual framework to organize and guide future theoretical and empirical research. A set of propositions is developed which focus on the antecedents and outcomes of new product development speed germane to the discipline of marketing. The article discusses how both infrastructural factors (bureaucratic structure and adhocratic culture) and procedural factors (organizational control and interfunctional coordination) affect new product development speed. It also discusses the impact of new product development speed on performance factors internal to the organization (organizational learning and organizational stress). Research contributions and research directions are addressed.

The purpose of this study is to replicate Kohli and Jaworski, and Kohli's pioneering market orientation model within a highly growth‐oriented and competitive banking industry in an emerging Middle‐Eastern economy, Jordan.

A survey was conducted among top management personnel of 475 bank branches in Jordan. A total of 11 hypotheses related to market orientation; its antecedents and consequences were examined by estimating multiple regression models.

The study confirms that market orientation‐performance relationship is robust across diverse contexts. Also, top management traits are consistent predictors of market orientation. However, organizational factors as direct and linear determinants of market orientation are not completely stable. Further, the nature of the correlations between environmental factors and market orientation may be more complex than has been believed. In addition, within‐country variations along Hofstede's cultural dimensions may be possible. Finally, most scales including that of market orientation suffer from weaknesses.

This paper provides further validation for a market orientation model and unveils some of its weaknesses and strengths.

Research focusing on the relation between market orientation and innovation in the Asian emerging economy is limited. The purpose of this study is to advance the extant literature by investigating the relations among market orientation, guanxi networking and innovation using the MARKOR scale.

The research conclusion is drawn based on the experience of 122 Asian emerging market firms operating in a wide variety of industrial sectors. This study explores whether the three MARKOR components (intelligence generation, dissemination and responsiveness) and their interaction with business and political guanxi have a significant effect on firms’ strategic innovation success. Innovation is measured following the practice of the OECD. In addition to the quantitative analyses, this study conducted qualitative interviews with executives of eight respondent firms, to further consolidate the subjects under investigation. The integration of both qualitative and quantitative data enriches the conclusions drawn from the study.

The findings of this study confirm that, when operating in an Asian emerging economy, both intelligence generation and responsiveness have a positive and direct impact on innovation. Though intelligence dissemination has no direct influence on innovation, its alignment with business and political guanxi still leads to a positive effect on innovation. The coalition of responsiveness and political guanxi, however, has a negative influence on innovation. The results of this study add new insights to the extant literature and provide implications for future research and marketing practices in Asian emerging economies.

The findings of this study confirm that, when operating in an Asian emerging economy, both intelligence generation and responsiveness have a positive and direct impact on innovation. Though intelligence dissemination has no direct influence on innovation, its alignment with business and political guanxi still leads to a positive effect on innovation. The coalition of responsiveness and political guanxi, however, has a negative influence on innovation. The results add new insights to the extant literature and provide implications for future research and marketing practices in Asian emerging economies.

One of the strongest convictions in marketing is that market orientation contributes to firms' performance substantially more than alternative strategic orientations such as innovation and entrepreneurial orientations. Still, some studies show that alternative orientations can also substantially affect the performance of firms, and furthermore, that firms that combine market orientation with alternative orientations are likely to perform even better than firms adopting only market orientation. Also, the nature of the relationship between market orientation and other strategic orientations is not clear. The purpose of this paper is to deal with these discrepancies in the marketing literature. It highlights the importance of the study of the relationship between market orientation and alternative strategic orientations, examines the effect of market orientation on different orientations, and identifies the orientations that are more likely to be combined with market orientation.

The study employs a meta‐analysis procedure to synthesize empirical results on the relationship between market orientation and innovation, learning, entrepreneurial, and employee orientations.

Findings suggest that market orientation is strongly correlated with learning, entrepreneurial, and employee orientations, and that it has a moderate positive relationship with innovation orientation.

Research on market orientation should shift its focus, moving from the study of the direct effect of market orientation on business performance to the study of the various combinations of strategic orientations that firms can pursue in different situations, studying how the more successful market‐oriented firms balance between market orientation and other strategic orientations.

This is the first meta‐analysis to examine the relationships between market orientation and alternative strategic orientations.

Despite renewed interest in the cross‐national implementation of market orientation, there is hardly any consideration of this practice in sub‐Saharan Africa. The present study examines the validity of two widely used market orientation scales from Kholi and Jaworski and Narver and Slater, in Ivory Coast, and the ability of both scales developed from explained market orientation practices among Ivorian firms. The results of this study confirm the transferability of both scales, although Narver and Slater’s were found to perform better. In addition, several related organizational antecedents recommended in the extant literature were found to predict market orientation in this sub‐Saharan African country. Several managerial recommendations and implications for further research are also discussed.