UNIVERSITY OF GHANA   

  

    

MARKET ORIENTATION, NEW PRODUCT DEVELOPMENT, AND  

ORGANIZATIONAL PERFORMANCE: INSIGHT FROM THE FASHION  

INDUSTRY IN GHANA.  

    

BY  

SADICK ABUBAKARI  

(10804648)  

  

  

THIS THESIS IS SUBMITTED TO THE UNIVERSITY OF GHANA,  

LEGON IN PARTIAL FULFILMENT OF THE REQUIREMENT 

FOR THE AWARD OF MASTER OF PHILOSOPHY (MPHIL) 

DEGREE IN MARKETING.  

    

  

  

AUGUST 2022 

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DECLARATION  

I certify that this thesis, is entirely my own work and has never been presented by anyone for 

an academic award in this or any other university. All references used in the work have been 

fully acknowledged.   

  

  

  

        26/08/2022  

…………………………….       ……………………………  

SADICK ABUBAKARI           DATE  

(10804648)  

  

  

  

  

  

  

  

  

  

  

  

  

  

  

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CERTIFICATION  

  

We hereby certify that this thesis was supervised in accordance with laid down procedure by 

the University of Ghana, Legon.  

  

  

  

  

          26/08/2022  

………………………………………      …………………………  

PROF. MAHMOUD ABDULAI MAHMOUD      DATE  

(MAIN SUPERVISOR)  

  

  

             26/08/2022  

………………………………        ………………………….  

PROF. ROBERT EBO HINSON          DATE  

(CO-SUPERVISOR)  

  

  

  

  

  

  

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DEDICATION  

I dedicate this work to the almighty God for his abundant blessings, favour, grace, and good 

health given me throughout my academic journey. I also dedicate the work to my good mother, 

Christiana Ansah for her sacrifices in support of my academic journey, may God richly bless 

her for me.   

  

  

  

  

  

  

  

  

  

  

  

  

  

  

  

  

  

  

  

  

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ACKNOWLEDGEMENT  

I take this opportunity to acknowledge the contributions of individuals who made this research 

work a reality. Completing this thesis has been possible with God who strengthens me. My 

appreciation goes to my family for their support especially, Mr. Paul Know Simpson, Pamela 

Hammond and Aishetu Kassim.  

A special thanks goes to my supervisors Prof. Mahmoud Abdulai Mahmoud and Prof. Robert 

Ebo Hinson for their direction, tenacity, and assistance in helping me to build a research ability 

and making it possible for me to complete this thesis successfully. Am highly indebted to Prof. 

Mahmoud for his timely interventions and regular consultations during the period of my 

research. I further wish to acknowledge the entire faculty of the Department of Marketing and 

Entrepreneurship at the University of Ghana Business School for being a network of scholars 

to support my research with valuable advice and assistance in many ways.   

I also appreciate the support of Prof. Owusu Alfred, Ms. Julia Poku, Mr. Amo Francis, Miss 

Beatrice Boateng, Shaban Abdul Kadir and Miss Priscilla Abena Ahinfuah Buckman for their 

encouragement and support towards the program.  

I also acknowledge the contribution of Iddrisu Mohammed and Louis Tetteh, and my 

colleagues Ernest Tulasi, Emmanuel Larbi Amoah, Stephen Ackaah, Ahmed Abdul Salam, 

Mayfield Akporonti, Patrick Atsu Kutsugbor and Priscilla Aseku. Am sincerely grateful to 

everyone for their support and encouragement. Thank you  

  

  

  

  

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ABSTRACT  

The purpose of this research is to examine the relationship between market orientation and 

performance in the fashion industry and further examine whether new product development 

has a mediation effect on the relationship between market orientation and firm performance. 

The research employed an explanatory research design to explain the cause and effective 

relationship among market orientation and firm performance. Self-administered questionnaires 

were employed in collecting the data. The target population for the study was footwear 

producers in Asafo, which is within Kumasi metropolis. After three-month period of data 

collection, two hundred questionnaires were valid for statistical analysis. The partial Least 

Square (PLS) method was used to test the hypothesis. The study revealed that market 

orientation variables of customer orientation, competitor orientation and inter-functional 

orientation impacted positively on performance. Competitor orientation and inter-functional 

impacted positively on new product development. Customer orientation as market orientation 

variable however impacted negatively on new product development and new product 

development impacted positively on firm performance. New product development fully 

mediates between competitor orientation as well as inter-functional orientation and firm 

performance. New product development has no mediation between customer orientation and 

firm performance. The study recommended that, the fashion industry should embark on market 

orientation practices and new product development activities to maximize performance.  

  

  

  

  

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TABLE OF CONTENT   

  

DECLARATION ................................................................................................................... i 

CERTIFICATION................................................................................................................... ii 

DEDICATION ........................................................................................................................ iii 

ACKNOWLEDGEMENT ..................................................................................................... iv 

ABSTRACT ............................................................................................................................. v 

TABLE OF CONTENT ......................................................................................................... vi 

LIST OF FIGURES ................................................................................................................. x 

LIST OF TABLES .................................................................................................................. xi 

LIST OF ABREVIATIONS .................................................................................................. xii 

CHAPTER ONE ...................................................................................................................... 1 

INTRODUCTION ................................................................................................................... 1 

1.0 Introduction ..................................................................................................................... 1 

1.1 Study Background ........................................................................................................... 1 

1.2 Research problem ........................................................................................................... 5 

1.3 The study objectives ....................................................................................................... 7 

1.4 Research question ........................................................................................................... 8 

1.5 Scope of the Study .......................................................................................................... 8 

1.6 Significance of the study ................................................................................................. 8 

1.7 Composition of the study ................................................................................................ 9 

CHAPTER TWO ................................................................................................................... 11 

LITERATURE REVIEW ..................................................................................................... 11 

2.0 Introduction ................................................................................................................... 11 

2.1.1 Resource Base View theory. ................................................................................... 12 

2.1.2 Dynamic Capability theory ..................................................................................... 13 

2.2 The concept of market orientation ................................................................................ 15 

2.3 Dimensions of market orientation concept ................................................................... 17 

2.3.1 Customer orientation ............................................................................................... 17 

2.3.2 Competitor orientation ............................................................................................ 19 

2.3.3 Inter-functional orientation...................................................................................... 19 

2.3.4 Gaining Information ................................................................................................ 20 

2.3.5 Information Dissemination ...................................................................................... 21 

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2.3.6 Planned response implementation ........................................................................... 21 

2.4 Firm performance ......................................................................................................... 22 

2.5 New product development (NPD) ................................................................................ 26 

2.6 Firm Characteristics (Control variable) ........................................................................ 28 

2.7 Conceptual Framework and Hypothesis Development ................................................ 29 

2.8 Relationship between market orientation and firm performance .................................. 30 

2.9 The relationship between market orientation and new product development .............. 36 

2.10 The relationship between Firm Performance and New Product Development........... 38 

2.11 The mediating role of new product development ....................................................... 39 

CHAPTER THREE ............................................................................................................... 41 

CONTEXT OF THE STUDY ............................................................................................... 41 

3.0 Introduction ................................................................................................................... 41 

3.2 The Footwear Industry's Characteristics ....................................................................... 42 

3.2 Footwear production in Ghana ..................................................................................... 42 

3.3 Ghana's Footwear Industry ........................................................................................... 43 

3.4 The Marketing Challenges of Footwear Production in Ghana ..................................... 43 

3.4.1 Quality, Design, and Durability .............................................................................. 44 

3.4.2 Ghanaians' Attitudes toward Locally Produced Footwear ...................................... 45 

3.5 Sample designs of the locally produced footwear in Ghana ......................................... 47 

CHAPTER FOUR ................................................................................................................. 50 

METHODOLOGY ................................................................................................................ 50 

4.0 Introduction ................................................................................................................... 50 

4.1 Philosophical Perspectives ............................................................................................ 50 

4.2 Research Paradigms ...................................................................................................... 51 

4.2.1 Positivism ................................................................................................................ 52 

4.2.2 Interpretivism .......................................................................................................... 52 

4.2.3 Realism .................................................................................................................... 53 

4.2.4 Pragmatism .............................................................................................................. 53 

4.3 Research Approach ....................................................................................................... 54 

4.3.1 Quantitative Research .............................................................................................. 54 

4.3.2 Qualitative Research................................................................................................ 54 

4.3.3 Mixed Methods Research ........................................................................................ 55 

4.4 Research Design ........................................................................................................... 55 

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4.4.1 Exploratory Research Design .................................................................................. 55 

4.4.2 Descriptive Research Design................................................................................... 56 

4.4.3 Explanatory Research Design ................................................................................. 56 

4.5 Research strategy .......................................................................................................... 57 

4.6 Sampling procedures ..................................................................................................... 58 

4.6.1 Population and Sample Size .................................................................................... 58 

4.6.2 Sampling Techniques .............................................................................................. 59 

4.7 Measurement of Research Constructs ........................................................................... 59 

4.8 Sources of Data Collection ........................................................................................... 61 

4.8.1 Primary data collection ............................................................................................ 62 

4.8.2 Secondary data collection ........................................................................................ 63 

4.9 Data Analysis ................................................................................................................ 63 

4.10 The Reliability and Validity Test ................................................................................ 64 

4.10.1 Reliability .............................................................................................................. 65 

4.10.2 Validity .................................................................................................................. 65 

4.10.3 Ethical consideration ............................................................................................. 66 

DATA ANALYSIS AND DISCUSSION OF FINDINGS .................................................. 67 

5.0 Introduction ................................................................................................................... 67 

5.1 Demographic Profile of Respondents ........................................................................... 67 

5.2 Descriptive Statistics on Construct ............................................................................... 69 

5.3 Measurement model evaluation .................................................................................... 71 

5.4 Measurement Model Evaluation ................................................................................... 71 

5.4.2 Indicator Reliability ................................................................................................. 72 

5.4.3 Convergent validity ................................................................................................. 72 

5.4.4 Discriminant Validity .............................................................................................. 74 

5.4.5 Fornell- Larcker ....................................................................................................... 75 

5.4.6 Cross loading analysis ............................................................................................. 76 

5.4.7 Heterotrait-Monotrait Ratio (HTMT) Analysis ....................................................... 77 

5.5 Discussion of Results .................................................................................................... 84 

5.6 Summary of Chapter ..................................................................................................... 91 

CHAPTER SIX ...................................................................................................................... 92 

SUMMARY, RECOMMENDATION, AND CONCLUSION .......................................... 92 

6.0 Introduction ................................................................................................................... 92 

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6.1 The Study's Summary ................................................................................................... 92 

6.2 The Study's Main Findings ........................................................................................... 93 

6.2.1 What Impact Does Market Orientation Have on a Firm ’S Performance ............... 93 

6.2.2 Market orientation and new product development .................................................. 93 

6.2.3 New Product Development's Impact on Firm Performance .................................... 94 

6.2.4 Mediating Role of New Product Development ....................................................... 94 

6.3 The Research Conclusion ............................................................................................. 95 

6.4 Recommendation .......................................................................................................... 95 

6.5 Limitations and Recommendations for Further Research ............................................ 96 

REFERENCES ...................................................................................................................... 98 

APPENDIX........................................................................................................................... 114 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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LIST OF FIGURES   

Figure 2.1: Conceptual Framework ......................................................................................... 29  

Figure 5.1: Direct relationship between the variables ............................................................. 79  

Figure 5.2: Path diagram 2 ....................................................................................................... 80  

  

  

  

  

  

  

  

 

 

 

 

 

 

  

  

  

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LIST OF TABLES  

Table 4.1: Measurement of Construct ...................................................................................... 60  

Table 5.1: Descriptive Statistics of Participants ...................................................................... 67  

Table 5.2: Construct and measurement itemsans  .................................................................... 69  

Table 5.3: Item Loadings, Average Variance Extracted, Cronbach’s alpha and Composite 

reliability of constructs ............................................................................................................ 72  

Table  5.4: Fornell Lacker Assessment………………..………………...................................74  

Table 5.5: Cross Loadings ....................................................................................................... 76  

Table 5.6: Heterotrait-Monotrait Ratio (HTMT) ..................................................................... 77  

Table 5.7: Variance Inflation Factor (VIF) .............................................................................. 78  

Table 5.8: Path Analysis  ......................................................................................................... 79  

Table 5.9: Path Analysis .......................................................................................................... 81  

Table 5.10:  Coefficient of Determination ............................................................................... 82  

Table 5.11:Testing for Mediating effect of New product development .................................. 88  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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LIST OF ABREVIATIONS  

AVE        Average Variance Extracted  

CA          Cronbach Alpha  

CR         Composite Reliability  

DC          Dynamic Capability   

E.G.          Example   

FP           Firm performance   

H              Hypothesis  

HTMT        Heterotrait-Monotrait  

IDSA          Industrial Designers Society of America   

KMA         Kumasi Metropolitan Assembly   

MO           Market Orientation   

NPD           New product development   

OA              Organisational Assessment   

PDA            Preliminary Data Analysis  

PLS             Partial Least Square   

RBV            Resource Base View   

R&D            Research and Development   

SBUs            Strategic Business Units  

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SMEs        Small and medium Enterprises  

SEM           Structural Equation Modelling   

SPSS          Statistical Package For Social Sciences   

US           United States   

VIF           Variance Inflation Factor  

  

  

  

  

  

  

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CHAPTER ONE  

INTRODUCTION  

1.0 Introduction  

Chapter one of this thesis is an introductory to the research and consists of the study 

background, research problem which forms the basis for the research to be conducted. The 

objectives of the research are also stated, followed by the questions for the research, the 

significance of the research, the study scope, and lastly the composition of the study.  

  

1.1 Study Background  

Marketing has recently grown in significance in all public aspects, including economic, social, 

cultural, political, legal, technological, and competitive elements, as well as many private ones 

and it is    the primary engine of dynamic development, either directly or indirectly (Bellei, 

Cabalin, & Orellana 2018). The emergence of technological advancement coupled with 

information overload, regional and local reforms has made the marketing process more 

complicated (Mahmoud, et al., 2016; Bamfo & Kraa, 2019). Similarly, the changing attitudes 

of people and organisations have further augmented the complexities.  

It is nearly a truism that the needs and wants of the consumer are the critical issues today in 

creating new products and services and developing the accompanying plans to merchandise 

them at a profit. The need to understand and anticipate future customers is bound to become 

even more essential than in the past, because the end users of almost all company’s products 

are shifting in makeup, location, and number at an ever-increasing rate and this also contribute 

to the complexity of the market.   Accordingly, Jaworski and Kohli (1993) asserted that market 

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orientation is the degree to which organisations are inclined to carry out marketing concepts. 

Through market orientation, the complexities associated with today’s business environment 

can be minimized.  

  

Homburg and Pflesser, (2000) and Gheysari et al., (2012) explained market orientation from 

the behavioural and cultural perspective in their submissions on the theory of market 

orientation. In terms of the behavioural approach, market orientation is defined as the 

assemblage of activities in areas such as broad market intelligence generation, information 

dissemination across functional areas, and the organisations' broad response to intelligence 

acquired (Narver & Slater, 1990; Kohli & Jaworski, 1990; Yaprak et al., 2015). Organisations 

are being encouraged to know their customers' needs and demands, as well as to critically 

analyze external factors that influence customers' demands and preferences by way of 

coordinating and reacting appropriately to the demands of customers based on the information 

gathered. Bamfo and Kraa (2019) in explaining the cultural aspect of market orientation opined 

that the firm is considered as the appropriate medium for creating the relevant behavior that 

generates superior customer value and performance. Additionally, Bamfo and Kraa (2019) 

indicated that competitor’s orientation, customers' orientation, and inter-functional orientation 

emanates from the cultural perspective of market orientation, and these are strategic ways of 

recognizing and meeting clients' needs and wants better than competitors.  

  

When it comes to delighting customers through the production of value, the marketing concept 

is important. The marketing concept is based on gaining awareness of consumers’ needs and 

providing consumers with more value than competitors (Kotler, et al., 2019). It is worth noting 

that companies who attempted to implement the marketing concept successfully and efficiently 

are more likely to outperform their industry competitors (Jaworski & Kohli, 1993; Narver & 

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Slater, 1990). Apart from the obvious benefits to organisations that are market-oriented, the 

fashion industry's owners and executives are opposed to the concept (Blankson & Stokes,  

2002). Many studies in the field of market orientation have shown the feasibility and 

opportunities that companies may obtain by using it in the manufacturing, export, and 

pharmaceutical industries (Hinson, Ofori, Kastner, & Mohammed, 2007; Kuada & Buatsi, 

2005; Mahmoud, 2011). If the fashion sector (footwear manufacturing), particularly in 

developing nations like Ghana, wants to remain competitive and attain organisational 

performance, it must embrace the market orientation and its application in their respective 

businesses. The marketplaces difficult circumstances on marketers and producers, and 

bargaining power now favours market forces, forcing production and marketing elements to 

work harder to enhance marketing performance to meet individual wants and desires and satisfy 

customers (Tilekar, 2020; Mizoram, 2018). In satisfying customers, organizations are striving 

hard to survive in today’s competitive environment and one of their means is the introduction 

of new product that appeal to customers and shift their demand from competing products.  

  

New product development is often critical to a company's long-term viability and capacity to 

retain or improve its market position. New product development in business, according to Hsu, 

and Fang, (2009) and Liu, and Atuahene-Gima, (2018), has an important influence on how 

effectively a firm competes in a competitive business environment. Introducing new products 

into an organization's operations in some form or another may be considered a type of 

innovation aimed at improving performance (Najafi-Tavani, Naudé, Oghazi, & Zeynaloo, 

2018; Nakata, & Im, 2010). When a company successfully and efficiently develops new 

products, it benefits the company much in terms of profit, business growth, market share, and 

rise in receivables, among other benefits (Agarwal et al., 2003; Lee & Tsai, 2005; Calantone, 

Cavusgil, & Zhao, 2002; Keskin, 2006). Most companies start developing new products in 

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response to external pressures such as increased consumer needs, competition from 

competitors, industry deregulation, resource scarcity, or a desire to enhance customer service. 

Whatever drives firms to produce new products, the goal is to ensure adaptive behaviour, which 

will improve long-term performance or better serve existing and prospective consumers 

(Damanpour, Walker, & Avellaneda, 2009). Some of the studies conducted in Ghanaian 

context have focused on the fashion industry's (footwear production) survival because of the 

significant role it plays in terms of job development, poverty reduction, income generation, and 

serving as an engine of development for many countries. The fashion industry (footwear 

production) should be strategically positioned in terms of a new strategic direction to remain 

competitive and financially strong in the next years. Kayanula and Quartey, (2000) and 

Niinimäki, Peters, Dahlbo, Perry, Rissanen, & Gwilt, (2020) have discovered that key 

policymakers are concerned about how the fashion sector might help low-income nations speed 

development.  

  

The fashion industry is regarded as one of the engines for the realisation and long-term 

sustainability of the Ghanaian economy, as shown by the many efforts made to encourage its 

growth (Danso, 2018; Akuoko, 2008). Eventually, the fashion industry will benefit from 

adopting and executing good market orientation methods. Even though the fashion industry, 

particularly footwear production, which is classified as SMEs in Ghana, does not fully engage 

in traditional marketing activities when compared to large corporate entities, the fundamental 

principles of being market-oriented are required for the attainment of improved performance  

(Blankson & Stokes, 2002; Blankson & Ming-Sung Cheng, 2005; Verhees & Meulenberg, 

2004). As a result, it is critical for the fashion industry in Ghana, particularly in Kumasi, to be 

market-oriented by incorporating market orientation techniques into their operations. Market 

orientation will assist the fashion industry in gaining consumer insight, gaining some degree of 

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competition knowledge, and using some inter-functional coordination to enhance their level of 

performance.  

1.2 Research problem   

In the existing literature, it has been shown that market orientation is a foundational principle 

in the field of marketing (Crick, 2021; Kotler 2000; Gebhardt et al. 2006). Several scholars 

through their research activities have looked at the relationship between the concept of market 

orientation and firm performance (Narver & Slater 1990; Slater & Narver 1994; Ngo, 2021;  

Oluwatoyin et al. 2018; Subramanian Gopalakrishna 2001; Murray 2010; Jaworski & Kohli  

1993; Pelham 2000). These scholars (Ngo, 2021; Oluwatoyin et al (Buratti, Profumo, & 

Persico, 2021; Kurniawan, Budiastuti, Hamsal, & Kosasih, 2020; Kirca et al., 2005) have 

empirical supports the assertion that market orientation enhances organizational performance.  

 In Ghana, scholarly researchers have looked at the relationship between market orientation and 

organizational performance in diverse sectors. For example, Mahmoud (2011) focused on  

SMEs, Hinson et al. (2008) focused on the banking industry. Similarly, Akomea and Yeboah  

(2011) looked at the pharmaceutical industry. Likewise, Kuada and Buatsi (2005), Akomea 

(2001), Asomaning and Abdulai (2015), and Appiah-Adu (1998) all examined firms across 

multiple sectors.  

  

Many studies have also proposed that organizational performance necessary does not depend 

on market orientation (e.g., Agarwal et al., 2003; Han et al., 1998), but through a variety of 

mechanisms, market orientation may enhance organizational performance (for example,  

Ledwith & O'Dwyer, 2009; Blankson & Omar, 2002; Verhees & Meulen-berg, 2004; Blankson, 

Motwanti, & Levenburg, 2006). Accordingly, one of the mechanisms that has been widely used 

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to examine the relationship between market orientation and firm performance is innovation 

(Low, Chapman & Sloan, 2007). Notwithstanding, innovation has several dimensions that can 

affect market orientation and firm performance relationship.  

 Iddris (2016) postulated that, there are 233 dimensions of innovation and one of such 

dimensions is new product development (Grupp & Maital, 2001). New product development 

can be linked with a firm’s market orientation to enhance superior performance (Langerak, 

Hultink & Henry, 2007; slater and Narver 1994). Although in extant literature, Market 

orientation promotes the development of new products through identification of customer 

needs and wants, having knowledge about competitors’ strategies and integration this 

information into the inter-functions’ of the firm which may lead to improved organizational 

performance (Langerak, Hultink & Robben, 2004; Appiah-Adu & Singh, 1998).  Empirically, 

studies that attempt to join market orientation and new product development effects on 

organisational performance in the fashion industry is limited. Therefore, this study suggests 

and examine the effect of market orientation and new product development on organizational 

performance within the footwear production in Ghana.  

  

Additionally, most of the research studies regarding market orientation, particularly in Ghana, 

have not considered new product development and market orientation in the footwear 

production within the fashion industry. The fashion industry is highly sophisticated, $2.5 

trillion global industry and in the United States alone, consumers spent nearly $380 billion on 

apparel and footwear in 2017 (Bureau of Labor Statistics, 2018). The industry contributes to 

reducing unemployment rate as well as contributing to the GDP of an economy.  

Due to globalisation and trade liberalization, there is intense competition within the fashion 

industry and players within the industry are finding mechanisms to serve their customers in 

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other to gain competitive advantage (Anim, Agbemabiese, Acheampong, Adams, & Boakye, 

2018). Market orientation can be a significant mechanism to the fashion industry (footwear 

production). Mahmoud et al., (2010) postulated that for organisations to survive in the 

competitive business environment whiles consumers taste, and preferences keeps changing, 

they should channel their activities on the market.  

Currently, there is limited studies in the application of market orientation and new product 

development in enhancing the performance of locally produced footwears in Ghana, this study 

therefore fields that gap.   

  

1.3 The study objectives   

The main study objective is to examine the relationship between market orientation, new 

product development and firm performance in the fashion industry.   

In furtherance to the main objective, the following specific objectives were considered:  

1. To examine the relationship between market orientation and firm performance in the 

fashion industry.   

2. To examine the relationship between new product development and market orientation 

in the fashion industry   

3. To determine the mediating effect of new product development on market orientation 

and firm performance in the fashion industry.  

  

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1.4 Research question   

1. What relationship exists between market orientation and firm performance in the 

fashion industry?  

2. What relationship exists between market orientation and new product development 

in the fashion industry?   

3. Does new product development mediate the relationship between market 

orientation and firm performance in the fashion industry?  

  

1.5 Scope of the Study  

The research was undertaken in the Ashanti region of Ghana, precisely Kumasi metropolis. The 

study focused on the footwear production in Kumasi metropolis as a sector in the fashion 

industry. The study also used the MAKTOR market orientation model by Naver and Slater, 

(1990) to measure the construct. New product development was measured from the process 

perspective, using predevelopment stage, development stage and commercialization.   

  

1.6 Significance of the study   

The significance of this study comes in two folds. Firstly, the study has implications for firms 

in the fashion industry, particularly, those in footwear production. Secondly, the study adds up 

to the literature on marketing.  

This study will assist the fashion industry's management team in continuously scanning the 

business environment for emerging trends that the company could capitalise on, either by 

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adapting existing products to meet the needs of new target markets or by designing new 

products for emerging customer demands. Furthermore, market orientation will aid early-stage 

companies in actively chasing opportunities, providing them with a competitive advantage. The 

research will also aid companies in continuously listening to the market to see what customers 

want, staying tuned into target markets, and attempting to bring new products or services to 

meet customer needs, allowing companies to gain greater market share with less marketing 

effort eventually.   

This research may lead to further research, and it could inspire other academicians to look at 

market orientation and new product development in varying sectors of the economy. Thus, the 

contribution to the literature of marketing and strategic management. This study will also serve 

as a point of reference for further studies in the footwear manufacturing industry  

  

1.7 Composition of the study  

This study has been segmented into chapters. The first chapter presents the introduction of the 

study by highlighting the study’s background, the problem statement, the research objectives, 

the significance of the study and the chapter disposition. Chapter two reviews related literature 

on the study such as the concept of market orientation, new product development, firm 

performance, conceptual framework, and hypothesis development as well as underpinning 

theory. Chapter three have details of the context of the study; specifically, the nature of the 

fashion industry, the nature of the footwear sector, the footwear market in Ghana, the 

perception of locally produced footwears in Ghana. The technique used in the study is 

discussed in Chapter four, which includes philosophical assumptions, paradigms, and research 

design. This chapter will also go over research sampling techniques in detail, including 

purposive sampling, sample size, data collection instruments, data processing procedures, and 

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ethical considerations. The data analysis, findings, and discussions of the data collected are 

covered in Chapter Five, and the summary of the research findings, conclusions, and related 

recommendations are covered in Chapter six.  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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CHAPTER TWO  

LITERATURE REVIEW  

2.0 Introduction   

Chapter two reviewed scholarly studies on market orientation, new product development and 

its impact on firm performance depending on themes developed from objectives. The literature 

explored the meaning of Market orientation, models of market orientation, new product 

development as well as firm performance.   

  

2.1 Theories underpinning the study  

It was discovered by O'Cass et al. (2004) that management perceptions of the setting within 

which their organisations operate can influence the company's strategic adaptation and 

marketing tactics, resulting in improved firm performance. Kale et al. (2019) and O'Cass et al. 

(2004) found that managers' perceptions of the environment in which their organizations 

operate can influence the company's strategic adaptation and marketing tactics, resulting in 

improved firm performance. Organizational performance and market orientation are two ideas 

that support each other. The resource-based view by Wernerfelt (1984) and the dynamic 

capabilities of Teece et al., (1997) viewpoints are two theories that support each other. The 

Resource-Based View and the Dynamic Capabilities Approaches are concerned with internal 

organizational elements that have an impact on an organization's overall success. In this study, 

the resource-based view and its extension, the dynamic capability view, serve as the theoretical 

foundation. These views provide a more thorough explanation of market orientation, new 

product creation, and their impact on organizational performance.  

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2.1.1 Resource Base View theory (Wernerfelt, 1984).   

According to the Resource-Based View theory by Wernerfelt, (1984), the firm's resource 

profile drives performance, whereas the source of better performance is inherent in the 

ownership and use of distinctive resources that are difficult to duplicate (Wernerfelt, 1984). 

With regards to the Resource-based view, companies may gain a long-term competitive edge 

if they have certain essential resources and successfully deploy them in their target markets  

(Barney, 1991). According to Clauss, Kraus, Kallinger, Bican, Brem, & Kailer, (2020) and 

O'cass et al., (2004), a firm's unique features may provide difficult-to-copy core resources that 

influence performance variance across competitors. The resource-based view goes on to say 

that the basic origins and drivers of a firm's competitive advantage and better performance are 

primarily linked with uncommon, valuable, difficult to duplicate, and non-substitutable 

resources and skills.  

  

The company’s resource-based view argues that business performance is determined through 

resources and capabilities available to the organisation (Donnellan, & Rutledge, 2019; Baker 

and Sinkula, 2005). The main Resource-based view determinants, according to Grant (1991), 

are durability, transparency, transferability, and reliability. The firm’s key resources are 

Complementarity, scarcity, inimitableness, restricted substitutability, durability, and overlap 

with critical industry characteristics (Amit & Schoemaker, 1993). Intangible assets such as 

knowledge management, market orientation, and organisational learning enable companies to 

acquire skills that improve competitive advantage and market performance to (Day, 1994). The 

degrees of inimitability, durability, appropriate ability, substitutability, and competitive 

supremacy may be used to assess the worth of a resource (Collis & Montgomery, 1995). As 

defined by Morgan et al. (2004), the resource-based view of the firm includes internal resources 

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like physical, financial, and experiential resources as well as human capital resources like 

management practice, judgment, intellect, training, and connections. Individual manager 

insight is also included in the resource-based view. These resources may create a competitive 

advantage, which will result in increased corporate performance.   

  

Similarly, O'Cass and Weerawardena (2010) claim that the competitive advantage that a 

company enjoys is partly determined by its strategic resources. Accordingly, the resourcebased 

theory has been criticized for failing to explain how resources are produced and used to gain a 

competitive advantage, according to Priem and Butler (2001). It has also been chastised for 

failing to account for the impact of evolving market conditions (Lengnick-Hall & Wolff, 1999). 

Several recent developments in theory collectively referred to as "dynamic capabilities" theory 

have been made to address the limitations of conventional resource-based theory (Zott, 2003; 

Newbert, 2007).  

  

2.1.2 Dynamic Capability theory   

The dynamic capability view, which evolved from the resource-based approach, deals with an 

organisation’s ability to build, integrate, and reconfigure external and internal competences to 

respond to the demands of the dynamic business environment. The theory was created from the 

resource-based view, according to Teece, Pisano and Shuen (1997). While a clear and full 

description of dynamic capacities theory has yet to be reached, there has been some progress  

(Schilke, Hu, & Helfat, 2018; Teece et al., 1997; Eisenhardt & Martin, 2000). In the words of 

Day (1994), capabilities are: Day (1994) defines capabilities as "complex bundles of skills and 

collective learning performed through organisational procedures that guarantee superior 

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coordination of functional tasks and are firmly entrenched into the fabric of the organisation." 

As a result, companies who are better prepared to react to market demands and foresee 

changing circumstances will have a competitive edge and outperform their competitors in the 

long term. Dynamic capabilities are a group of resources that include technology, skills, and 

knowledge-based resources (Hou, 2008). Helfat and Peteraf (2009) add to this perspective by 

defining dynamic capabilities as a company's ability to develop, expand, or change its resource 

base on purpose.  

  

There is a strong focus placed on an organisation's ability to develop new resources, renew, or 

adjust its resource mix because of the changing environment, which allows it to supply a 

consistent stream of creative goods and services to customers. A firm's resource base is made 

up of the physical, human, and intangible assets that it controls, owns, or has first access to, as 

well as its financial and operational resources. The dynamic capabilities theory acknowledges 

that a firm’s top management belief plays an important role in the development of its dynamic 

capability. According to Ambrosini, Bowman, and Collier (2009), dynamic capability is made 

up of the following processes: reconfiguration, transformation, and the recombination of assets 

and resources.  

  

Additionally, Eisenhardt and Martin (2000) opined that due to the dynamic nature of markets, 

a firm’s capability influences the choice that are acquired and deployed.  Similarly, Barreto 

(2010) asserted that dynamic capabilities describe the firm's ability to solve challenges 

emanating from its activities as well as the ability to recognize threats and opportunities, and 

to make market oriented timely decisions subject to its resources. According to these opinions, 

market orientation and new product development are internal factors that help businesses to 

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execute their day-to-day activities more efficiently and effectively, leading to the overall 

performance of the firm.  

  

2.2 The concept of market orientation   

Market orientation as a concept was posited and promoted several years ago (Hamzah, Othman, 

& Hassan, 2020; Gebhardt, Carpenter, & Sherry Jr, 2006; Levitt, 1960). Since the development 

of the concept, several scholars and researchers have applied it to varying fields of business 

and contexts (Hamzah, Othman, & Hassan, 2020). Market orientation has a significant impact 

on a wide range of corporate activities, including asset return, how organizations learn about 

and respond quickly to environmental challenges, and the success and development of new 

goods and technologies (Al-Henzab, Tarh Ini, & Obeidat, 2018; Lukas & Ferrell, 2000; Narver 

& Slater, 1990). While market orientation and marketing orientation are both important, market 

orientation is distinct from marketing orientation in that market orientation considers the entire 

company in a broad sense, whereas marketing orientation explains the philosophy and activities 

that are specific to the marketing department (Kohli & Jaworski, 1990; Narver & Slater, 1990). 

A market-oriented organisation is one that successfully and efficiently incorporates marketing 

concepts across all its business lines (Sahi, Gupta, & Cheng, 2020).  

  

Many writers have attempted to define and explain the concept of market orientation, but their 

efforts have fallen short. Shapiro (1988) described the concept as a process of organizational 

decision-making that begins with the gathering of information and ends with the execution of 

the decision. If managers make a firm commitment to sharing information and allowing 

workers to participate in decision-making at all levels of management, it is possible to attain 

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these objectives. According to Kohli and Jaworski (1990), market orientation is defined as a 

firm's broad generation of market intelligence regarding existing and future requirements, 

information distribution across divisions, and a firm-wide response to the market data.  

  

Bamfo and Kraa (2019) and Narver and Slater (1990) defined market orientation as a 

company's culture that is focused on providing higher value to customers through competitor 

orientation, customer orientation, and inter-functional coordination. Similarly, Deshpande, 

Farley, and Webster Jr (1993), in their contribution to the market orientation concept, defined 

market orientation as a set of principles that prioritize customers' interests by creating value 

while also taking into consideration other important stakeholders such as employees and 

managers to promote a profitable venture over the long term. According to Day (1992), market 

orientation can be defined as superior capabilities in understanding and pleasing customers, 

with a particular emphasis on market sensing and customer connecting capabilities, which drive 

market-led companies to adapt to market requirements through information anticipation and 

anticipation of market requirements. Those who believe market orientation is an intrinsic part 

of a company's culture and process, on the other hand, believe that internal variables can assist 

in achieving market orientation (Harris, 2000; Harris & Ogbonna, 2001).  

  

For businesses to succeed in the face of heightened global competition and unpredictable 

demands of clients, its operations must be organised with intense emphasis on its market 

(Kurtinaitiene, 2005; Mahmoud et al., 2010). Superior value will be developed among industry 

players as a result of the improved product development and strategy implementation. 

Monitoring rapid changes will help evaluate the effect of customer happiness; enhancing 

product development and strategy execution will help industry players create better value 

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(Kotler, 2009). The idea that companies must collect information from the business 

environment and make choices based on that knowledge acquired is a recurring theme coming 

from academic study on the significance of market orientation.  

  

So, market orientation can be characterized as the process of finding what consumers want 

through the acquisition of some degree of conceptual understanding and then putting that 

understanding into action to deliver value for customers while remaining competitive. Like the 

terms used by Narver and Slater (1990) and Kohli and Jaworski (1990) in their contributions 

to market orientation.  

  

2.3 Dimensions of market orientation concept   

Various models are propounded by varying authors to describe the concept of market 

orientation. The study, therefore, adopted MKTOR and MARKOR model to explain market 

orientation as it has been the model that is widely adopted in explaining market orientation. 

MKTOR model used three (3) components to explain market orientation that comprised 

competitor orientation, customer orientation, and inter-functional orientation (1990, Narver & 

Slater). To explain market orientation, the MARKOR model had three (3) components: 

gathering information, disseminating information, and implementing a planned response 

(Kohli & Jaworski, 1990). Below are explanations of the MKTOR and MARKOR models for 

understanding market orientation.  

2.3.1 Customer orientation   

Customer orientation refers to a company's culture of prioritising the interests of its customers, 

and it requires a comprehensive knowledge of customer requirements to develop superior 

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goods or services (Lee, & Lee, 2020; Bamfo, & Kraa, 2019; Deshpande et al., 1993; Narver & 

Slater, 1990). Market-oriented businesses understand how to utilise a variety of methods to 

provide value and benefits to customers while lowering total acquisition costs and maximizing 

the utilization of their products to benefit customers, resulting in a long-term competitive 

advantage (Slater, & Mohr, 2006; Narver & Slater, 1990). Businesses are always assessing 

these options to ascertain how the prime impact may result in long-term improvements in value 

for existing and prospective consumers.  

  

Also, to achieve the greatest degree of firm performance, and sustained long term mutual 

relationship with customers, market orientation should be at the core of the organization 

(Mubarak, 2019). Additionally, businesses must try to gather accurate and complete 

information about their customers to better serve their requirements and desires. Customer 

orientation is often seen as a strategic component of a company's capacity to offer consumers 

with desired value (Tajeddini, 2010; Zhou, Yim, & Tse, 2005). Customer orientation's main 

aim is to create a solid foundation for collecting information about current and potential 

customers so that strategic action may be taken based on the information provided by the 

customer, resulting in improved superior value for the customer base (Narver & Slater, 1990). 

According to Kohli and Jaworski (1990), customer orientation refers to the degree to which a 

business unit collects, integrates, and uses consumer information.   

  

The importance of customer orientation is explicitly mentioned in management literature, and 

research performed in strategic management have consistently reinforced the idea that 

customer focus is the most significant rationale for company operation (Webster, 1988). 

Customers are the purpose for the company's existence, therefore information that will assist 

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them to provide value must be at the top of management's priority list. As a result, customer 

orientation should not be overlooked, as it will aid in the delivery of value to consumers.  

  

2.3.2 Competitor orientation   

Businesses must understand their weaknesses and strengths, as well as their competitors' 

capabilities and activities, to remain competitive. The information collected about competitors 

aids the company in repositioning its product to ensure the institution's long-term existence 

(Deshpande et al., 1993; Narver & Slater, 1990). As part of market orientation, competitor 

orientation is seen as an organisational approach for companies to improve their product 

delivery to consumers. It is critical to understand that competitors will not sit idly by but will 

compete for the same consumer base. As a result, to enhance their product delivery, businesses 

must gather information about their competitors. Competitor orientation's goal is to provide a 

solid foundation of information about the present and prospective competitors so that strategic 

decisions may be made. The company's competitors are regarded as businesses that provide a 

similar offering to consumers (Kotler, 2009). Firms using unusual or non-typical production 

technology platforms are present and prospective competitors in the business. These have 

necessitated the necessity to acquire insight into competitors' actions to assist influence the 

firm's operations.  

  

2.3.3 Inter-functional orientation   

The inter-functional approach implies that all the company's departments must work well 

together in all aspects of operations. The inter-functional approach is defined as the coordinated 

utilisation of a company's resources to improve performance in the eyes of the customer 

(Narver & Slater, 1990). Market orientation, according to Shapiro (1988), is different from 

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marketing orientation in the sense that it does not imply that just the marketing department in 

the organisation plays a significant role; rather, all departments play a significant role. Market 

orientation acknowledges that workers' attitudes toward internal and external customers are 

critical. Because they promote consumers' experience across departments, coordinated 

resource integration is inextricably linked to the customer and competitor (Narver & Slater, 

1990). As a result, it is necessary to inter-coordinate the operations related to the day-to-day 

administration of the company to assist the firm in realising its potential and optimising its 

performance.  

  

2.3.4 Gaining Information   

Scholars have emphasised the crucial role of market information in achieving strategic 

objectives. The most powerful motivating factors for businesses to adopt market information 

are competitiveness, consumer expectations, and the need for clarity (Choe, 2003). The 

capacity of a company to gather and utilise market information is one of the most notable ways 

to deal with the dynamic nature of the business environment (Kohli & Jaworski, 1990). 

Employee participation is required for knowledge-based information since employees are in 

close touch with consumers regularly (Clark, 2000).  

  

One of the most reliable ways to adapt in a company is to build a degree of intelligence to assist 

in keeping up with technological progress through formal and informal information systems 

(Tyler, 2001). Companies, as is to be anticipated, do not undertake conventional market 

research, but instead collect information to use in their operations (Brooksbank, Kirby, 

Tompson, & Taylor, 2003). It is worth noting that big Information technology companies have 

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adequate information about consumer preferences and market trends. As a result, the footwear 

sector has been urged to collect information to aid in their development and progress.  

  

2.3.5 Information Dissemination   

The degree to which information is exchanged, disseminated, and conveyed across companies 

has a significant impact on company performance (Akgun, Lynn, & Reilly, 2002). Businesses 

that collect information, according to Slater and Narver (1995), may increase their speed and 

react to opportunities and dangers provided the information is disseminated effectively. 

Planning and implementing formal communication procedures encourage informal contact 

among members, which not only expands information resources but also improves data 

processing and information flow. When all members of an organization's units are in a 

reciprocal relationship with one another, the value of information dissemination is maximised. 

If intelligence is not distributed to the proper functional area for execution, it may be useless 

(Kohli & Jaworski, 1990). Workers may obstruct information distribution because they do not 

appreciate information conveyed because of inadequate information handling training. Owner 

managers are urged to share knowledge with their workers rather than retaining it for fear of 

losing control.   

  

2.3.6 Planned response implementation  

The realisation of information collected, as well as the development of value for stakeholders, 

is a key trend in the implementation of planned responses. Interdepartmental dynamics, 

organisational structures, and senior management attitude are all examples of antecedents in 

the workplace that may help or hinder the application of information collected (Kohli & 

Jaworski, 1990). Strategic managers' active, participatory, and creative character, along with 

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effective and consistent communication about market orientation and the necessary resources, 

will improve company performance. However, excessive levels of formalisation and 

centralization, as well as a negative attitude among workers, obstruct market orientation 

success in one way or another. Employees who rely on customer-specific knowledge may have 

little motivation to share the information, which may stymie a company's market orientation 

efforts and make it more difficult to respond effectively (Kohli & Jaworski, 1990). As a result, 

businesses must strive to put information collected and distributed across functional areas of 

company operations into practice to remain competitive.  

  

2.4 Firm performance   

Casey-Campbell, and Martens, (2009) and Venkatraman and Ramanujam, (1986) state that no 

agreement has been reached on a specific explanation of the word "performance," and that the 

metrics used to measure firm performance are not recognized worldwide and defined. Authors 

and scholars have normally used a unique meaning to performance that was tailored to the 

study goals in the past (Langfield-Smith & Chenhall, 2007). Ukko (2009) defines performance 

as "the actual results or outputs of activities, as well as the manner in which they are carried 

out and their potential" Financial performance, business performance, and organisational 

effectiveness are the three areas in which performance is measured. Financial performance 

emphasises the use of basic outcome-based financial indicators, while business performance 

includes both financial and non-financial data (Venkatraman & Ramanujam, 1986).  

Additionally, firm performance can be measured through performance models and frameworks 

that have been developed by scholarly researchers. Examples of such frameworks include the 

balance scorecard and the performance prism. Balanced Scorecard entails internal process, 

learning and growth, financial, customer (Kaplan & Norton, 1996). According to the balanced 

scorecard, business success should be seen as a multi-dimensional construct that combines 

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financial, operational, and customer-related performance metrics. Also, the performance prism 

is another framework that is make up of stakeholder satisfaction, processes, capabilities, 

strategies, and stakeholder contribution (Bourne, Neely, Mills & Platts, 2003).  

  

Scholars and researchers have various perspectives on performance evaluations. 

Environmental, organisational, and human variables are defined by Dornier and Selmi (2012) 

as three kinds of variables that influence company performance. Environmental variables 

include aspects of the industry in which a company works, such as the industry's yearly growth 

rate, concentration degree, capital intensity, advertising intensity, average profit, and 

technological development. Organizational variables that explain about 30% of business 

performance include organisational structure, company structure, company size, and corporate 

culture, among others. Human factors include the chairperson and management of the 

company, and they account for between 9% and 40% of overall performance.  

  

According to Dornier and Selmi (2012), financial criteria, be it short or long term, comparative 

assessment, and qualitative criteria (Strategic, marketing, and social) are some of the methods 

used to evaluate a company’s performance. Kara, Spillan and DeShields (2004) opined that the 

results obtained from performance measures varies by firm type and is mostly dependent on 

how the firm measures its success, sales growth and returns on investment. Similarly, the type 

of industry also influences the type of performance measure used. Performance measurement, 

according to Bourne et al., (2003), “is the process of measuring the efficiency and effectiveness 

of an activity. They believe that effectiveness is defined as the degree to which customer needs 

are fulfilled, while efficiency is defined as the cost-effectiveness with which the firm's 

resources are used to provide a certain level of customer satisfaction”.  

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The organisational assessment (OA) framework was proposed by Lusthaus et al. (1999) as a 

technique for evaluating business performance. They argue that effectiveness, efficiency, 

relevance, and financial viability may all be used to assess performance. Effectiveness is 

defined as a company's ability to move toward its mission and goals; efficiency is defined as a 

company's ability to maximise the use of resources to achieve its goals; relevance is defined as 

the ability to change over time to meet stakeholder needs; and financial viability is defined as 

the ability to generate and manage resources to ensure ongoing exhibits.  

  

Effectiveness, efficiency, and adaptability are the three aspects of business performance, 

according to Ruekert and Walker (1987). Success of processes, such as changes in sales growth 

rate and market, are examples of effectiveness. Efficiency, on the other hand, is concerned with 

the ratio of input to output, such as investment return and pre-tax profit.Likewise, adaptability 

considers how the firm is able to respond to opportunities emerging from the changing business 

environment. For instance, adaptability may include the new products introduced as a respond 

to seasonal activities.   

Market triumphs whenever market positions are established and the basic changes occur 

through time, according to Rust, Ambler, Carpenter, Kumar, and Srivastava (2004). Economic 

and non-economic performance indicators have been studied thoroughly to assist marketers 

fully understand the impact of their efforts on performance (Matsuno & Mentzer, 2000). The 

economic company performance factors addressed in the market orientation literature include 

return on investment, return on assets, profit, sales volume, market share, revenues, product or 

service quality, and overall financial health. Customer loyalty, contentment, organisational 

dedication, business image, and societal acceptability are all examples of non-economic 

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variables (Jaworski & Kohli, 1993; Narver & Slater, 1990). Performance is a multidimensional 

construct made up of several interconnected components (Chakravarthy, 1986).  

  

Day and Wensley (1998) posited that even though financial metrics are mostly utilized to assess 

the performance of firms, they do not reflect real firm performance and should be augmented 

by other subjective indicators to obtain a complete picture of the overall firm performance. 

Additionally, objective performance measures include sales growth, profitability growth, and 

return on investment, are based on absolute indicators generated through the accounting 

process, whereas subjective performance measures include the firm's performance in 

comparison to its expectations or competitors (Pelham & Wilson, 1996).  

  

The subjective assessment of top management's performance is strongly linked with objective 

measures of performance (Baker & Sinkula, 2005; Dess & Robinson, 1984). Customer 

consequences, innovation consequences, staff consequences, and organisational performance, 

according to Kirca et al., (2005) are the consequences of market orientation which is structured 

into four categories. Cost-based metrics like profit, as well as revenue-based indicators like 

sales and market share, make up organisational performance measures. The perceived quality 

of goods or services provided by a company to its customers is known as customer 

consequences (Jaworski & Kohli, 1993).  

  

Because market-oriented companies are better able to anticipate consumer wants and offer 

goods and services that satisfy those requirements better than their competitors which makes 

customers happy and loyal (Slater & Narver, 1994b). The capacity of a company to develop 

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and execute innovative ideas, products, and processes, as well as the performance of new 

products, are all variables that have an impact on innovation. Employee benefits include 

increased readiness to sacrifice for the company and staff team spirit, as well as employee 

desire to meet client demands and work happiness (Kirca et al., 2005). On the market 

orientation-performance connection, previous research has utilised subjective measures of 

performance (Kumar et al., 1998; Pelham, 1993).  

  

Firm performance was assessed subjectively in the present research. Previous research has 

demonstrated that subjective and objective performance measurements have convergent 

validity, and subjective performance evaluations are less problematic than more objective 

financial indicators (Zhoul, Brown, Dev & Agarwal, 2007).  

  

2.5 New product development (NPD)  

The process of bringing a new product to market is referred to as new product development  

(Kotler, 2009). When a product is new to both the business and the market, it is classed as new  

(Booz-Allen & Hamilton 1982).  

New product development is a key source of a company's competitive advantage since it may 

generate a competitive difference, raise entry barriers, open new markets, and boost sales and 

profits (Sheng, Zhou, & Lessassy, 2013; Ceccagnoli, 2009). Identifying requirements and 

converting them into technical specifications requires marketing and product development 

activities to be coordinated throughout the new product development process. Various methods 

such as the balanced scorecard, concurrent engineering, and quality function deployment may 

be used to efficiently coordinate organisational activities such as marketing, product design, 

development, production, and so on.  

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Ettie (1997) argues that the strategic environment of new product development is linked to 

organisational function competence (e.g., marketing, R&D, manufacturing etc.). A primary 

plan that leads the company's innovation activities and connects new product development to 

the corporate strategy is required for a new product development strategy (Cooper, 1987). 

Furthermore, to be successful, product development requires a combination of overlapping 

operations, limited costs, accelerated time to market, better quality, and greater flexibility 

(Driva et al., 2000). Brown and Eisenhardt (1995) propose that organisations create a 

communication web in which information is collected from various sources, analysed, 

interpreted, and acted upon to manage this mix of overlapping operations.  

  

Developing new products is, without a doubt, the cornerstone of innovation (Hwang, 2004). 

Innovation, according to Thompson (1965), is the development, acceptance, and application of 

innovative ideas, methods, and products. Since innovativeness has a positive consistent impact 

on new product development (Kleinschmidt & Cooper, 1991), it is acknowledged as a driver 

of economic growth (Muller et al., 2005) and mentioned as an essential element in maintaining 

competitive advantage (Malewicki & Sivakumar, 2004). Product design is also an important 

part of innovation and the initial stages of new product development (Gomez et al., 2004). 

Product design is a set of actions that includes establishing consumer or market expectations, 

concentrating on design ideas, developing a product or service to fulfil a particular need, 

choosing materials, and evaluating the final product (Lamancusa et al., 2004). Product design 

is an essential element early in the development of new products, according to the Industrial  

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Designers Society of America (IDSA) (Veryzer, 2002). Simultaneously, Hsiao and Chou 

(2004) argue that the product design process influences both the product life cycle and the 

success or failure of new product development.  

  

The length of time it takes to develop a new product has an impact on its performance. Product 

development cycle time is influenced by the following variables, according to Hartley et al. 

(1997): the firm's organisational structure and processes, the suppliers' organisational structure 

and processes, and the structure and processes of buyer-supplier interactions. Accelerating the 

development of new products is already a key goal for many businesses' executives (Swink, 

2002). Indeed, Lynn et al. (1999) found that the length of a new product's production cycle 

known as speed to market or accelerated new products is a major predictor of its success. 

However, although timely new product development may help a company succeed, it can also 

come with dangers since the new product development cycle time is shortened (Crawford, 

1992). As a result, "developing and releasing a new product within the appropriate period"  

(Lynn et al., 1996) is more essential than shortening the time it takes to develop a new product.  

  

2.6 Firm Characteristics (Control variable)  

Firm characteristics as defined by Zou and Stan (1998), “it is the firm's demographic and 

managerial factors, which are part of the internal environment of the organization”. The 

capabilities and limitations of a company’s specific context have a significant impact on the 

marketing strategy selected and the capacity to execute it (Aaker, 1988). The business 

characteristics is being measured by the number of peoples which constitute the firm and its 

classified as firm size, the number of years the business has been in existence, which is also 

kwon as the firm age, the organizational structure, the ownership of the firm and the location 

of the business (O'Sullivan, et al., 2009). These qualities may have an impact on how a 

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company's management makes decisions and the type of marketing strategies to adopt. Ogbuei 

and Longfellow (1994) posit that, the managerial characteristics such as level of education, and 

job experience has greater influence on the performance of the firm. The study performance is 

being controlled with firm age and firm size, which is considered to affect the choice of market 

orientation and new product development that will influence the firm’s performance.  

  

2.7 Conceptual Framework and Hypothesis Development   

Resource-based theory and dynamic capacity theory were used to construct the conceptual 

framework as illustrated in figure 2.1. The resource-based view theory posit that, firms that 

possess superior market orientation can outperform their competitors in the sense that they have 

a fair idea about their customers’ needs and wants, their competitors strategies as well as the 

general environment of the business (Jaworski & Kohli, 1993; Hult & Ketchen, 2001). The 

dynamic capabilities theory, on the other hand, focuses on the external marketing environment 

that influence the firm’s performance (Helfat & Peteraf, 2009). The framework establishes the 

relationship between market orientation and business performance, as well as the significance 

of new product development in mediating this relationship.  

  

 

 

 

 

 

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Figure 2.1: Conceptual Framework  

  

  

Source: author’s construct, 2022   

  

2.8 Relationship between market orientation and firm performance  

The effect of market orientation on firm performance has been widely examined in extant 

literature and it has become a popular research subject (Kirca, et al., 2005; Lada, 2009). The 

concept is regarded as one of the strong indicators that enhance firms’ potentials in reacting to 

market demand and as a solid basis for a company's long-term competitive advantage (Hunt & 

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Morgan, 1996). Market orientation, according to Slater and Narver (1995), allows a company 

to continuously gather intelligence about its consumer requirements as well as rival skills, 

strengths, and plans, and then utilising that knowledge to generate better customer value.  

  

Narver and Slater (1990) define market orientation as a one-dimensional construct comprised 

of three intricately connected behavioural components: customer orientation, competitor 

orientation, and inter-functional coordination, as well as two choice criteria: long-term focus 

and profitability. Customer orientation is focused on gaining a thorough knowledge of target 

customers to provide them with consistently better value. It necessitates that a vendor 

comprehends the complete value chain of a customer (Day & Wensley, 1988). Kohli and  

Jawoski (1990) argue that a customer-centric approach is crucial in defining market orientation.  

  

Competitor orientation stresses knowing current and prospective competitors' strengths and 

weaknesses, as well as monitoring competitor activity, to satisfy the target customer's latent 

and potential requirements (Narver & Slater, 1990). According to Shin (2012), in the short 

term, a company can evaluate its situation, create suitable plans, and react swiftly to rivals' 

moves with exact actions. While also modifying marketing programmes overall if it has a better 

understanding of current and potential competitors. Because the goal of a competitor-oriented 

company is to keep up with or stay ahead of competitors, firms should adapt to market 

dynamics produced by competitors and better comprehend changing market requirements 

(Han, et al., 1998). Elevated levels of competitor orientation can support a firm's ability to offer 

superior product/service offerings, competitive pricing strategy, differentiated channel 

management, unique marketing communication, and continuous marketing research activities, 

all of which can lead to superior firm performance.  

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Inter-functional orientation is concerned with the coordinated use of people and other resources 

throughout the organisation to provide value to the target customer (Narver & Slater, 1990). 

Firms that pursue successful inter-functional orientation do so with the idea that business 

members must work together to generate value for consumers (Alhakimi & Baharun, 2009). 

Porter (1985) adds to this viewpoint by arguing that every department, facility, branch office, 

and any other organisational unit must be well-defined and understood and that all workers 

must understand their role in assisting the business in achieving and maintaining competitive 

advantage. Inter-functional coordination and marketing programme execution may aid 

businesses in generating more customer value and higher company performance. According to 

the existing literature, market orientation is characterised by a long-term emphasis on 

profitability (Narver & Slater, 1990).  

  

According to Narver and Slater (1990), a company cannot escape a long-term view in the face 

of competition and must continuously find and execute new value for its consumers to survive 

long-term. Long-term focus and marketing programme execution may assist businesses in 

discovering and implementing extra value for their target consumers. Profitability is a major 

goal in market orientation, according to Narver and Slater (1990). While Narver and Slater 

(1990) believe that profitability is a result of market orientation, Kohli and Jaworski (1990) 

contend that profitability is a result of market orientation. Focusing on profitability and 

executing marketing mix initiatives may result in consistently higher customer values, which 

leads to improved firm performance.   

Nonetheless, Jaworski and Kohli (1993) and Narver and Slater (1990) agree that firm 

performance is the result of a company's activities, including the fulfilment of internal and 

external goals.  

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The MKTOR model was first introduced by Narver and Slater (1990) to assess the behavioural 

market orientation constructs. Market-oriented businesses are thought to excel in gathering, 

interpreting, disseminating, and responding to information from consumers and competitors. 

To assess market orientation, Jaworski and Kohli (1993) provide MARKOR, a measuring tool 

that may be used to assess current market orientation as well as post-intervention assessments 

of improved market orientation. Performance is a multi-dimensional construct, according to 

Chakravathy (1986), and any one index may not offer complete knowledge of the performance 

relationship related to the constructs of interest. According to Day and Wensley (1988), 

judgemental performance measures such as customer happiness, staff contentment, and service 

quality are necessary conditions for objective performance measurements. According to Kohli 

and Jaworski (1990), a company with a strong market orientation would have workers that are 

more satisfied with their jobs and more committed to the organisation than one with a weak 

market orientation.  

  

The MAKTOR instrument, which was built around customer orientation, competitor  

orientation, and inter-functional coordination, as well as subjective performance measures like 

return on investment, was used by Narver and Slater (1990) to investigate the market 

orientation and performance relationship among 140 strategic business units (SBUs) in 

commodity and non-commodity US businesses. Market orientation was shown to be a major 

predictor of profitability in the study.  

In their research of 68 small businesses in the United States, Pelham, and Wilson (1996) add 

to the previous results. Market orientation was shown to have a positive and substantial 

connection with market sales growth, share, product quality, and profitability. Appiah-Adu and 

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Singh (1998) found a positive and significant relationship between customer orientation and 

performance indicators in a study of industrial and service businesses in the United Kingdom. 

In a study of 82 managers in European and American companies, Deshpande and Farley (1998) 

discovered a favourable market orientation and subjective performance evaluation of sales 

growth, customer retention, return on investment, and return on sales.  

  

Kara et al. (2004) used the Kohli and Jaworski (1990) scale to investigate the relationship 

between market orientation and non-profit service provider performance. They discovered a 

statistically significant and positive relationship between market orientation and non-profit 

service provider performance. Narver and Slater (2000), who utilised subjective performance 

metrics to investigate the market orientation and performance relationship using a sample of 

53 product and service companies operating in a range of sectors and found a strong link across 

industries, backed up this viewpoint. In a study of small and medium-sized service providers 

in the United States using the MARKOR scale, Kara et al. (2005) found a positive and 

substantial relationship between market orientation and performance.  

  

  

Similarly, Sin, Tse, Heung, and Yin (2005) investigated the market orientation and 

performance of 81 Hong Kong hotels. The results revealed a positive and significant 

relationship between market orientation and business performance. According to the results, 

market orientation and company performance have a strong relationship. Rojas-Mendez et al. 

(2006) investigated the link between market orientation and performance in six Chilean cities 

to support this claim. The study used Kohli and Jaworski's (1990) MARKOR measuring scales 

to evaluate market orientation and selected objective performance indicators including product 

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success, customer retention, and relative price-product quality. Their findings supported the 

hypothesis that market orientation and business success are linked. Martin-Consuegra and 

Estebon (2007) extended the study by using the MARKOR instrument to investigate the 

relationship between market orientation and performance of 234 international airlines. Market 

orientation and performance, according to the results, have a strong and positive relationship.  

  

Mamat and Ismail (2011) looked at the effect of market orientation on the performance of 

Bumiputera furniture companies in Kelantan, Malaysia. According to the findings, customer 

orientation, competitor orientation, and inter-functional coordination all had a positive and 

significant effect on key performance indicators including profitability, sales growth rate, and 

customer retention. Using the MAKTOR measuring scale and performance connection, Lagat, 

Chepkwony, and Kotut (2012) discovered that 220 Kenyan manufacturing companies had a 

positive and significant market orientation.  

  

Similarly, Ogbonna and Ogwo (2013) looked at the correlation between 52 Nigerian insurance 

firms' performance (sales volume, profitability, and market share) and market orientation 

(customer orientation, competitor orientation, and inter-functional coordination). The findings 

showed that market-oriented insurance firms do better than those that do not. Despite popular 

assumption that market orientation influences company performance, several studies reveal a 

weak, non-existent, or negative link.  

Han et al. (1993) investigated the connection between market orientation and performance 

assessed in terms of growth and profitability of 134 banks using the MKTOR instrument 

created by Narver and Slater (1990). The findings of the research found no evidence of a link 

between market orientation and business success. In a study of 41 Hong Kong hotels and 148 

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New Zealand hotels, Au and Tse (1995) discovered a modest relationship between market 

orientation and hotel performance in both countries. They claimed that size, pricing, market 

turbulence, technical turbulence, degree of competition, and the overall economy all interact in 

a complicated way and may have a significant effect on the relationship between market 

orientation and company performance. The following hypothesis H1a-c is established based on 

the preceding discussion:  

  

H1a: In the fashion industry, customer orientation has a positive and significant impact on 

performance.  

H1b: In the fashion industry, competitor orientation has a positive and significant impact on 

performance.  

H1c: In the fashion industry, inter-functional orientation has a positive and significant impact 

on performance.  

  

2.9 The relationship between market orientation and new product development   

Many studies believe that the different impacts of Market orientation's three elements 

(customer orientation, competitor orientation, and inter-functional coordination) on new 

product development are linked to the divergence of Market orientation's influence on new 

product development (Li, Xie, & Cheng, 2017). On the other hand, Bennett and Cooper (1981), 

Lukas and Ferrell (2000) argued that market orientation harmed new product development 

because it drove firms to produce uncompetitive me-too products (like competitors' products) 

rather than true innovation, based on evidence from case and empirical studies (new-to-

theworld products).   

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The various influence of customer and competition orientation on new product development 

have extensively examined. Customer orientation may be described as a firm's willingness and 

capacity to recognise, evaluate, comprehend, and respond to customer requirements (Gatignon 

& Xuereb, 1997). Competitor orientation is the desire and capacity to recognise, evaluate, and 

react to the activities of competitors (Narver & Slater, 1990). Customer orientation is concerned 

with the requirements of the customer, while competitor orientation is concerned with the 

activities of the competitors. Diverse focus areas will have different effects on new product 

development. Gatignon and Xuereb (1997) show that in high-growth, low-uncertainty markets, 

competitor orientation promotes new product development, while customer orientation 

promotes new product development in highly uncertain markets.  

Lukas and Ferrell (2000) discover that customer orientation adds to the introduction of newto-

the-world goods but reduces the introduction of me-too products, while competitor orientation 

favourably impacts the performance of me-too products.  

In general, Frambach et al. (2003) discover that customer orientation affects new product 

activity positively, whereas competitor orientation influences adversely. According to Im and 

Workman (2004), customer orientation has a positive effect on new product meaningfulness 

but does not affect new product novelty, while competitor orientation increases new product 

novelty but not meaningfulness. Gresham, Hafer, and Markowski (2006) performed research 

on inter-functional cooperation and new product development and found a strong relationship 

between the two factors.  

Numerous empirical evidence indicates that customer, competitor, and inter-functional 

orientation all play different roles in new product development, making it worthwhile to study 

each individually. The following hypothesis is formed based on the discussion:  

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H2a: Customer orientation influences new product development in the fashion industry 

significantly and positively.  

H2b: Competitor orientation influences new product development in the fashion industry 

positively and significantly.  

H2c: Inter-functional orientation has a positive and significant impact on the fashion industry's 

new product development.  

  

2.10 The relationship between Firm Performance and New Product Development  

The process of developing a new product has an impact on its quality, and it may be claimed 

that a product's perceived worth in the market is determined by the quality of its design (Evans 

& Lindsay, 1996). Product development process improvements improve the firm's reputation, 

corporate image, and product perceived value. As a result, the firm can offer the product at a 

higher price, gain a larger market share, and thus maximise its sales revenues by accelerating 

product development and "developing and launching a new product within the appropriate time 

frame," which can have a positive impact on a firm's performance (Aydin, Cetin, & Ozer, 

2007).  

H3: Performance in the fashion industry is significantly and positively influenced by new 

product development.  

  

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2.11 The mediating role of new product development   

If a variable explains the connection between a predictor and a condition, it is called a mediator 

(Baron & Kenny, 1986). According to MacKinnon, Krull, and Lockwood (2000), mediation, 

suppression, and confounding effects are mathematically identical, and are investigated as such 

by looking at different patterns of interactions between variables. While research on market 

orientation and its impact on performance has shown positive results, other studies have found 

no significant links, highlighting the need of a mediating factor (Bamfo, & Kraa, 2019).  

According to Baron and Kenny (1986), when an instantaneous variable is introduced into a 

direct relationship, it works as a mediator, resulting in the directed relationship being 

diminished (complete mediation) or significantly reduced (Partial mediation effect). According 

to Johnson, Scholes, and Whittington (2008), a strategically oriented and adaptive market may 

operate as a mediator between market orientation and performance relationships. The 

researchers discovered that when a predictor has a substantial effect on a mediator, the mediator 

has a significant effect on the outcome, regardless of whether the predictor and the outcome 

have a primary link that is significant or not. This is referred to as a mediation discrepancy 

(MacKinnon et al., 2000)  

  

Baker and Sinkula (1999a), Pelham and Wilson (1996), and Slater and Narver (2000) all proved 

that market orientation improves the performance of innovative goods (1994a). These authors 

acknowledge the influence of market orientation on NPD activities indirectly by stating that a 

market-oriented culture includes values and ideas that motivate organizational behaviours that 

improve new product performance. For example, Baker and Sinkula (1999a) suggest that a 

market-oriented culture provides a unified focal point for the actions and initiatives of 

individuals and departments inside businesses.  

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Similarly, Slater and Narver (1994a) find that a market orientation supports the behaviours 

necessary to provide value for purchasers and, as a result, to sustain improved performance 

over time. Similarly, Pelham and Wilson (1996) argue that market orientation provides a 

unifying focus for the activities and initiatives of individuals and departments inside 

organizations, resulting in improved performance. A heavy emphasis on teamwork is likely to 

eliminate most of the NPD's uncertainty.  

Additionally, a market-oriented culture facilitates the adoption of a comprehensive approach 

to NPD practices, increasing the likelihood of new product success. Atuahene-Gima (1995) 

demonstrates that market orientation has a favourable effect on idea screening, sales and 

frontline staff training, post-launch evaluation, and market testing, so establishing that market 

orientation drives NPD activities. Similarly, Troy, Szymanski, and Varadarajan (2001) 

demonstrate that a market-oriented culture is associated with increased idea generation, as 

increased market information, which typically accrues to the market-oriented firm, is critical 

for identifying new market opportunities and initiating creative output.  

  

These findings suggest that a market-oriented culture provides a cohesive focus for the 

organization's numerous NPD activities focused on increasing consumer value through new 

products. Given the conceptual and empirical evidence that a market-oriented culture affects 

NPD processes, there is no compelling reason market orientation should have a direct impact 

on new product development and its impact on company performance.  

H4a-c: new product development mediates market orientation and firm performance in 

Kumasi's fashion industry in a positive and significant way.  

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CHAPTER THREE  

CONTEXT OF THE STUDY   

3.0 Introduction   

 Fashion is a broad word describing a fashionable style or practice, particularly in clothes, 

footwear, accessories, cosmetics, body piercing, and furniture. Fashion refers to a unique and 

frequently recurring trend in a person's dressing style or too prevalent behavioural patterns.  

Fashion also includes the most recent textile designers' works (Obeng, Danso, Omari, & 

Kuwornu-Adjaottor, 2018). The more technical word costume has gotten so intertwined with 

the term 'fashion' that it has been confined to specific meanings such as a fancy dress or 

masquerade attire, while 'fashion' refers to clothes in general, including the study of it. 

Although certain elements of fashion may be considered feminine or masculine, other trends 

are androgynous (Cumming, 2004).   

  

Fashion is a major topic of discussion in the world's metropolitan centres; fashion is very 

important, particularly to young people. Fashion is a worldwide industry and an international 

language. It is also a prominent professional path and one of the most popular areas of study 

(Jones & Sue, 2011). Fashion is a fashionable style at any given period. Miniskirts and platform 

shoes may be in trend, depending on customer approval (Diamond & Diamond, 2007). Fashion 

can change an individual's appearance and create a societal statement. Fashion is an art form 

for some people and religion for others. For most individuals, though, it is a way of displaying 

or concealing oneself through the use of clothes, accessories, footwears and hairstyles. In a 

vamp dress, one may use fashion to conceal one's real self. Clothing, accessories, footwear, 

hair, cosmetics, and even smartphones may be used to create a fashion statement. Designers 

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decide most on where fashion goes (Nellis, 2010). This research focuses on the footwear 

manufacturing business, which is one of the sectors in the fashion industry.   

  

3.2 The Footwear Industry's Characteristics  

Footwear is one of the most essential aspects of our everyday attire. There isn't a day that goes 

by that someone doesn't wear a shoe, slippers, or a heel, to name a few. This highlights the 

significance of footwear in our everyday lives. Early humans walked on the earth's surface 

without shoes, according to history (Geib, 2000; Trinkaus & Hong, 2008). However, as time 

passed, footwear evolved into a critical component of what people wore daily. This was due to 

a variety of factors, including, but not limited to, protection, beauty, and social worth 

(Houlbrook, 2013). According to Houlbrook (2013), no nation in the twenty-first century has 

its citizens wandering about barefoot. Even in a developing nation like Ghana in West Africa, 

that is not the case.  

  

3.2 Footwear production in Ghana   

Shoes are an essential element of our culture in Ghana. As part of their traditional attire, all 

tribes wear footwear. For example, the Akans, among other tribes, dress in "Kawkaw" for every 

significant event. Furthermore, individuals wear shoes, slippers, or heels to work, church, 

school, and other essential locations. As a result, the footwear sector has tremendous potential. 

Inadequate knowledge and understanding of consumers' requirements and desires have 

contributed to a bad "image" of the kind of footwear that manufacturers create for the market. 

Despite attempts by footwear producers to promote their goods, the bulk of consumers, 

particularly those in the Kumasi Metropolitan Assembly (KMA), subconsciously retain the 

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