Market orientation, innovation and corporate social responsibility practices in Ghana's telecommunication sector

Abstract

PurposeThe aim of this study is to examine how market orientation, innovation, and corporate social responsibility (CSR) jointly impact business performance.Design/methodology/approachThis study adopts a quantitative research design. Research evidence was collected via a questionnaire‐based survey of marketing managers and executives of telecommunication companies in Ghana. The hypotheses developed following a review of scholarship on marketing, strategy and corporate citizenship were tested through regression analysis.FindingsThe results indicate that firms' degree of market orientation and CSR have significant impact on innovation, which then influences business performance. Furthermore, market orientation has direct significant effect on CSR, which tends to mediate the influence of market orientation on business performance.Research limitations/implicationsThe use of longitudinal research that combines managers' evaluation with a survey of consumers, employees, and other relevant stakeholders is suggested to confirm the results of this study.Practical implicationsThis study suggests that innovation and CSR are two key ingredients for transforming market orientation into a successful business strategy. Managers are to note that even “doing good” (a CSR initiative) requires a sense of innovation for it to trigger any significant financial performance for the business.Originality/valueThis study introduces a model in which the relationship between CSR, market orientation, and performance is mediated by innovation. The empirical evidence enhances the existing literature on marketing, corporate citizenship, and strategy.