Market orientation and management practices in Ghanaian firms: Revisiting the Jaworski and Kohli framework

The work of Jaworski and Kohli (1993) has inspired a substantial body of literature on market orientation, but most replications of their original framework have been in developed countries. This article reports the results of a Ghanaian study that revisits Jaworski and Kohli's framework, and the authors compare the findings with a similar study that was conducted in the Ivory Coast. The authors provide evidence in support of the robustness of the framework and draw attention to the possible variations in the interpretation of the constituent constructs in the original framework. The variations are attributable to cultural differences that affect management practices in different societies.