The impact of JIT-II-selling on organizational performance

Purpose - In response to the just-in-time (JIT) II purchasing strategy developed at Bose, sellers in the manufacturing sector have become JIT-Il sellers. The purpose of this study is to test the propositions that implementation of a JIT-II-selling strategy strengthens the strategic link between the production and marketing functions and leverages the impact of a market orientation on organizational performance. Design/methodology/approach - Data related to JIT-II-selling, market orientation and organizational performance were collected from 166 managers of large US-based manufacturing companies and analyzed using a structural equation modeling approach. Findings - Results indicate that market orientation fully mediates the relationship between JIT-II-selling and organizational performance. Practical/implications - Manufacturers adopting a JIT-II-selling strategy to enhance a market orientation philosophy can expect improvements in organizational performance. Originality/value - This study is the first to describe and define the JIT-II selling construct and to empirically assess its relation to market orientation and organizational performance.