Does market orientation as mediated by market turbulence, competitive intensity and technological turbulence have an impact on the organizational performance of the new Web-based service industries

Several studies have been developed, adding considerable support to the theory of Market Orientation. Previous research has expanded the work by Jaworski and Kohli (1993) by using their market orientation framework model and applying it to a variety of industries.;The present study investigated the relationship of Market Orientation to organizational performance moderated by environmental factors such as market turbulence, competitive intensity, and technological turbulence. The relationship was studied in a sample of fifty marketing and non-marketing employees of Web hosting and Internet service provider companies based in 45 cities and 19 different states located in the United States of America. One respondent was located in Canada. Results indicated business performance was significantly affected by the market orientation of the firms tested. There was no statistically significant relationship between market orientation and organizational performance when the relationship was moderated by the environmental variables---market turbulence, competitive intensity and technological turbulence. The study found correlation between organizational performance and each of the components of market orientation---collection, dissemination and response to market intelligence.