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The paper aims to explore the role of market orientation in the multinational company's subsidiary's business performance.

The paper is based on a questionnaire survey/analysis of a sample of 252 foreign subsidiaries in the UK.

The paper finds that market orientation is a key driver for business performance at foreign subsidiaries. However, the strength of its impact on performance depends on the subsidiary role.

This is the first systematic investigation of the role of market orientation in multinational companies' subsidiaries.

This paper aims to report on a study that contributes to the understanding of the determinants of corporate social responsibility (CSR) in the largest emerging market, namely China.

The approach is a survey of 600 hotels that resulted in 143 returned responses from top managers.

Market orientation is the most significant predicator of CSR followed by government regulations. In contrast, ownership structure is found to have little effect.

Previous research on CSR focuses on its nature and impact on business performance, and is carried out mainly in developed countries. This research contributes to one's understanding of the determinants of CSR in emerging markets like China.

The purpose of this paper is to investigate the joint effects of market orientation (MO) and corporate social responsibility (CSR) on firm performance.

Data were collected via a questionnaire survey of star‐rated hotels in China and a total of 143 valid responses were received. The hypotheses were tested by employing structural equation modelling with a maximum likelihood estimation option.

It was found that although both MO and CSR could enhance performance, once the effects of CSR are accounted for, the direct effects of MO on performance diminish considerably to almost non‐existent. Although this result may be due to the fact that the research is conducted in China, a country where CSR might be crucially important to performance given the country's socialist legacy, it nonetheless provides strong evidence that MO's impact on organizational performance is mediated by CSR.

The main limitations include the use of cross‐sectional data, the subjective measurement of performance and the uniqueness of the research setting (China). The findings provide an additional important insight into the processes by which a market oriented culture is transformed into superior organizational performance.

This paper is one of the first to examine the joint effects of MO and CSR on business performance. The empirical evidence from China adds to the existing literature on the respective importance of MO and CSR.