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 the developed countries. This article reports the results of a Ghanaian study that revisits the Jaworski and Kohli framework and compares the findings with a similar study conducted in the Ivory Coast. While providing evidence in support of the robustness of the framework, the article at the same time draws attention to the possible variations in the interpretation of the constituent constructs in the original framework. These variations are attributable to cultural differences that impact management practices in different societies.