Melbourne Business School - Research Publications

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Type: Journal Article × Author: O'Sullivan, Don ×

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Now showing 1 - 5 of 5
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    Empirical evidence of the stock market's (mis)pricing of customer satisfaction
    O'Sullivan, D ; Hutchinson, MC ; O'Connell, V (ELSEVIER, 2009-06)
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    Market orientation and enterprise policy
    O'Sullivan, D ; Butler, P (EMERALD GROUP PUBLISHING LTD, 2009)
    Purpose The purpose of this paper is to examine the merit of enterprise policies that seek to enhance market orientation as a driver of firm performance. Design/methodology/approach The approach takes the form of empirical research utilising the MKTOR survey instrument, administered to senior marketing managers in high‐value‐added sectors in Ireland; and both subjective and lagged objective measures of firm performance. Findings Findings support international context‐specific research. Market orientation is not found to be directly associated with firm performance in high‐value‐added firms in the Irish economy. Research limitations/implications Research directions should include the evolving understanding of market orientation, and the exploration of what alternative orientations lead to improved performance in different contexts. Practical implications For public policy, a re‐examination of the conceptualisation of, and support for, market orientation is warranted. Originality/value The paper presents a new contribution to understanding the merit of market orientation in enterprise policy in developed economies.
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    Marketing performance measurement and firm performance Evidence from the European high-technology sector
    O'Sullivan, D ; Abela, AV ; Hutchinson, M (EMERALD GROUP PUBLISHING LTD, 2009)
    Purpose The research aims to test whether the ability to measure marketing performance affects the actual performance of firms, in the context of the European high‐tech sector. It also aims to test whether performance‐reporting frequency and size of marketing budget mediate the relationship between measurement ability and performance. Design/methodology/approach Survey responses collected from 157 marketers were supplemented with firm performance data. Findings Results show that marketing performance measurement ability positively impacts firm performance and that reporting frequency mediates this relationship. Research limitations/implications More attention should be given to the activities that are measured rather than the metrics in use – which receive much attention in the literature. Current interest in marketing dashboards may be overstated. Practical implications Enhanced ability to account for marketing leads not only to improved firm performance, but also to greater regard for marketing at the senior management level. Originality/value This is the first study to demonstrate a link between marketing performance measurement ability or frequency and firm performance in the European market. It also provides an insight into the chain of effects linking marketing performance measurement ability to firm performance.