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Advances in Social Sciences Research Journal – Vol. 11, No. 3
Publication Date: March 25, 2024
DOI:10.14738/assrj.113.16756.
Saleem, K. & Younas, A. (2024). Cultivating Success: The Interplay of Innovation Marketing, Marketing Orientation and Internal
Strategies on Organization Performance in Pakistan. Advances in Social Sciences Research Journal, 11(3). 295-324.
Services for Science and Education – United Kingdom
Cultivating Success: The Interplay of Innovation Marketing,
Marketing Orientation and Internal Strategies on Organization
Performance in Pakistan
Kashif Saleem
Lahore Leads University, Pakistan
Asifa Younas
Superior University, Lahore, Pakistan
ABSTRACT
This study's primary goal is to ascertain how innovative marketing and market- oriented internal marketing relate to one another and how this relationship affects
performance in the mediating impact of innovative capability within Pakistan. To
analyze the relationship between variables and accomplish the study's objective,
295 university student samples were used. The study's findings indicate that
internal marketing plays a significant role in performance, meaning that an
increase in internal marketing will improve an organization's performance.
Innovative cultures have a big impact on how well an organization does; in Pakistan,
any organization that has a strong creative culture will perform even better. Market
orientation is also crucial for any organization. The study found that innovation is
believed to have a mediating role in the relationship between market orientation
and marketing performance.
Keywords: Internal Marketing, Innovative Culture, Market Orientation, Innovative
capability, Performance.
INTRODUCTION
"Market orientation" describes how a business prioritizes obtaining, disseminating, and
reacting to market data in order to satisfy customer needs (Udriyah, Tham, & Azam, 2019).
Market orientation offers an entrepreneurial mentality in contrast as one that places an
emphasis on hazardous endeavors, aggressive product-market innovation, and a tendency to
develop inventions ahead of the competition. Entrepreneurship orientation differs from market
orientation in that it is characterized by the following three traits: high levels of innovation,
pro-activeness and taking risks (Kohli & Jaworski, 1990). Market orientation is a crucial
precondition for the beliefs, actions, and outcomes of product innovation. In the end, market
orientation leads to improved performance by providing a cohesive focus for the endeavors
and activities of both people and departments within the organization (Kirca, Jayachandran, &
Bearden, 2005).
According to experts that focus on company capabilities, a business's ability to deploy resources
through organizational capacities may be more important than absolute resource levels in
determining success (Vorhies, Morgan, & Autry, 2009). This growing corpus of research has
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Saleem, K. & Younas, A. (2024). Cultivating Success: The Interplay of Innovation Marketing, Marketing Orientation and Internal Strategies on
Organization Performance in Pakistan. Advances in Social Sciences Research Journal, 11(3). 295-324.
URL: http://dx.doi.org/10.14738/assrj.113.16756
on the resource-based view (RBV) of the company, which views market orientation as a
resource connected to marketing and views innovation orientation and innovation resources
as resources linked to innovation (Govindarajan, Kopalle, & Danneels, 2011). Marketing-related
resources can enhance resources for product innovation, which then assists exporters in
achieving acceptable product innovation performance and ultimately achieving better export
performance (Hanifah, Halim, Ahmad, & Vafaei-Zadeh, 2020). As a result, our study makes three
contributions to the literature on market orientation, product innovation, and export
performance. It looks at the mechanisms through which market orientation enhances the
performance of new products and exports through innovation focus and RBV-based innovation
resources.”
However, organization ethos, market direction, and organizational education will lead to
enhanced organization performance even in emerging economies, which is the fundamental
rationale behind this research (Sanz-Valle & Jiménez-Jiménez, 2018). This analysis addresses
issues like what kind of organizational culture should be adopted to promote innovation, how
to increase organizational learning, how to enforce market orientation in developing
economies, and how to adopt an innovative culture to gain a competitive advantage through
property (Homburg, Hoyer, & Fassnacht, 2002). Superior structure originates from a number
of variables. Innovation, organizational culture, structural learning, and market orientation are
examples of performance. According to (Hurley & Hult, 1998) a company has the capacity to
launch new products and processes if it is actively involved in innovation. The literature on the
structure of learning demonstrates that businesses always gain knowledge, that if information
is no heritable from many different geographic areas, may be a useful resource for creating
unique information combinations, leading to creativity (P. Iyer, Davari, Srivastava, & Paswan,
2021). If we look at emerging economies, we can see that while businesses are still not as eager
to embrace structural cultures that lead to the highest performance, they are still striving for
greater performance in developing economies (Vera & Rodriguez-Lopez, 2007).
LITERATURE REVIEW
Internal Marketing
Employer and employee interactions inside an organization are referred to as internal market
orientation, or IMO, in adaptations of the market orientation idea (Lings & Greenley, 2005). The
term "IMO" describes the process of gathering and sharing information regarding the demands
of the internal market, as well as reacting to and meeting those needs (Lings & Greenley, 2005).
IMO operates between staff and management while placing a strong focus on
interdepartmental connections (Carter & Gray, 2007). Additionally, it symbolizes "marketing- like" operations carried out by an organization's internal management (Gounaris, 2006). In
other words, a business identifies and meets the demands of both its internal and external
clients (Lings, 2004).
The three behavioral components of IMO are responsiveness to the internal market, internal
information distribution and communications, and internal information collecting (Lings &
Greenley, 2005). The process of gathering internal information entails gathering data about
employees. Managers can do this by using official and informal channels, such as daily
interactions, job satisfaction surveys, and interviews, to learn more about their staff members'
needs and characteristics, as well as their perceptions of the equity of employer-employee
exchanges and their perceptions of their inputs into the job and benefits they would like to