"The business enterprise has two and only two basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs" (Drucker 1954, p. 144). These two functions are reflected in the most important strategic orientations: innovation orientation (IO) and market orientation (MO), which are deeply embedded in the firm's culture and long-term strategy (Hurley and Hult 1998; Narver and Slater 1990). While the former enables a firm to develop unique capabilities that continually generate innovations as an organizational objective (Siguaw, Simpson, and Enz 2006; Stock and Zacharias 2010), the latter incorporates the voice of the customer in the day-to-day business to better understand and react (Day 1994; Narver and Slater 1990). Literature considers the two approaches 'making products and selling them' versus 'finding needs and filling them' as being distinct (e.g., Narver, Slater, and MacLachlan 2004). Gatignon and Xuereb (1997) argue that strategic orientations are not mutually exclusive but can simultaneously be implemented. Furthermore, Apple Inc. illustrates that its innovative capabilities combined with its pioneering marketing concept are critical sources to realize competitive advantage and to assure superior firm performance in the long run. Thus, including the market view in an innovative culture and strategy seems to yield promising results, in particular when taking into account both dimensions of MO: responsive MO that focuses on customers' expressed and current needs, and proactive MO that focuses on latent orfuturecustomerneeds(Atuahene-Gima, Slater, and Olson 2005; Narver et al. 2004). Surprisingly, research in that field remains scarce and questions unanswered:
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