Assessing Some Market Orientation Dimensions - A Strategic Imperative for Contemporary South Africa?

In the extensive literature study, research was done on market orientation per sé, but found that
research is dominated by studies in developed countries and Eastern Europe where the transition
from central command to a market environment necessitated investigation. Few studies have been
done on middle-income countries or developing economies and even less on South Africa since the
1994-transition to the new democratic dispensation. This research focuses on affirming a framework
that tests variables for improved market orientation within the context of an economy that is barely
growing (excluding COVID-19), with one persent in recent years with generally underperforming
institutions. The focus is multi-sector with businesses, interest groups, and non-governmental
organizations – including the public sector. Primary data was collected from 157 organizational
representatives (management level) through a framework of performance dimensions. These data
were analyzed and empirically tested using factor analysis, Cronbach alpha, and effect sizes. Finally,
eight dimensions and three groupings were identified in the proposed framework. The study mainly
found that the respondents were generally blasé on the performance dimensions. The effect sizes
between the selected variables are not statistically significant. However, the study found that the
designation of a chosen "champion" or leader in an organization does make a difference in a
performance-driven environment. Of importance to South Africa and its underperformance in service
delivery, is the inference the most significant impact can be made in this sector if performance
interventions occur. Several recommendations for future research were also highlighted. The
conclusion is that the country has no choice but to excel in its current context - it is not an alternative,
but a strategic necessity to put a performance "renaissance" first.