過去對於市場導向的學術研究已發展許久且日趨受重視，但相對於被動式市場導向，主動式市場導向的研究卻相對的少。然而，面對資訊爆炸以及消費習慣變化加劇的年代，過去被動式的市場導向策略已無法滿足消費者也無法使企業取得競爭優勢，因此主動式市場導向便扮演著更積極的角色，致力於滿足顧客的潛在需求，並藉由發展企業的各項所需能力來獲取長期競爭優勢，所以主動式市場導向策略日漸受到重視。而近年研究轉向探討企業應具備哪些關鍵因素，方能實現主動式市場導向，故本研究目的主要是瞭解企業關鍵因素如何影響主動式市場導向，進而提升國際市場績效。本研究使用量化研究方法以收集樣本。
本研究參考行政院主計處的行業分類標準，發放問卷的對象具有從事出口的台灣企業，排除非營利組織外並無限定特別產業，填答者則鎖定企業之高階管理階級主管，以董事長、總經理等管理階層人員作為問卷發放對象，總計發放980 份問卷，有效回收問卷239 份，有效回收率為24.39%，問卷發放期間為103 年3 月至103 年7 月底止。
本研究採用 SPSS 20.0 和AMOS 21.0 統計軟體分析，使用敘述性統計、信度與效度分析、路徑分析等方法進行樣本分析與假說檢定。研究結果發現：(1)品牌能力對主動式市場導向沒有獲得顯著性的支持；(2)創業導向及國際市場知識轉移對主動式市場導向具有正向的影響；(3)主動市場導向對國際市場績效有正向影響；(3)母國政府與駐地政府關係對主動式市場導與國際市場績效不具有調節效果。

Academic research field of market orientaion has been a major issue in the past decades, and its importance gradually appears to be more significant. However, we can find very few studies that investigate market-driving orientation related issues. In this fast-moving and dynamic era of great information explosion, consumers tend to engage with various consuming habits. This makes a tremendous impct on sustaining competitiveness to the firms that considered market-driving orientation as their market strategy. Instead, strategy based on market-driving orientation seems to take a proactive lead. With such strategy, firms are able to satisfy customers’ potential demands and obtain long-term competitive advantages by developing required capabilities.
This study aims to examine how firm’s capabilities can influence market-driving orientation and International Market Performance.
The questionnaire samples are collected from several Taiwanese firms that are engaged with export activities, excluding non-profit organizations. Respondents to the questionnaire are limited to senior management of each firm, such as CEOs, general managers, and section managers. 980 questionnaires were issued. 239 were returned and considered valid, therefore, the effective ratio reached 24.39%. Sample collection started from March of 2014, and ended in end of June, 2014.
All data was processed by SPSS20.0 and AMOS 21.0. This study has done descriptive statistics, reliability and validity analysis, and path analysis. In the final results show that (1) branding capability has no significant influence on market-driving orientation; (2) entrepreneurial orientation & international market experience transfer are positively associated with market-driving orientation; (3) market-driving orientation is highly related to international market performance; (4) that the moderating effect of macro level matching to market-driving orientation and international market performance is not significant

Bagozzi, R. P., & Yi, Y. 1988. On the evaluation of structural equation models. Journal of the Academy of Marketing Science, 16(1): 74-94.
Balmer, J. M., & Gray, E. R. 2003. Corporate brands: what are they? What of them? European Journal of Marketing, 37(7/8): 972-997.
Bourgeois, L. J. 1980. Performance and consensus. Strategic Management Journal, 1(3): 227-248.
Burgelman, R. A. 1983. A process model of internal corporate venturing in the diversified major firm. Administrative Science Quarterly: 223-244.
Carpenter, G. S., Glazer, R., & Nakamoto, K. 2001. Market-Driving Strategies: Toward a New Concept of Competitive Advantage. Kellogg on Marketing, Iacobucci D (ed.). John Wiley & Sons: New York: 103-129.
Day, G. S. 1994. The capabilities of market-driven organizations. Journal of Marketing: 37-52.
Dess, G. G., & Lumpkin, G. T. 2005. The role of entrepreneurial orientation in stimulating effective corporate entrepreneurship. The Academy of Management Executive, 19(1): 147-156.
Fischer, M., Völckner, F., & Sattler, H. 2010. How important are brands? A cross-category, cross-country study. Journal of Marketing Research, 47(5): 823-839.
Fornell, C., & Larcker, D. F. 1981. Structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of Marketing Research: 382-388.
Ghauri, P. N., Elg, U., Tarnovskaya, V., & Wang, F. 2011. Developing a market driving strategy for foreign markets: Internal capabilities and external activities. Schmalenbach Business Review, 11(3): 1-23.
Ghauri, P. N., Tarnovskaya, V., & Elg, U. 2008. Market driving multinationals and their global sourcing network. International Marketing Review, 25(5): 504-519.
Gong, Y. 2003. Toward a dynamic process model of staffing composition and subsidiary outcomes in multinational enterprises. Journal of Management, 29(2): 259-280.
Greenley, G. E. 1995. Forms of market orientation in UK companies. Journal of Management Studies, 32(1): 47-66.
Hadjikhani, A., & Ghauri, P. N. 2001. The behaviour of international firms in socio-political environments in the European Union. Journal of Business Research, 52(3): 263-275.
Hair, J. F., Black, B., Anderson, R. E., & RTatham, R. L. 2006. Multivariate Data Analysis. : prentice-Hall.
Hamel, G. 1991. Competition for competence and interpartner learning within international strategic alliances. Strategic Management Journal, 12(S1): 83-103.
Homburg, C., & Pflesser, C. 2000. A multiple-layer model of market-oriented organizational culture: measurement issues and performance outcomes. Journal of Marketing Research, 37(4): 449-462.
Hunt, S. D., & Morgan, R. M. 1995. The comparative advantage theory of competition. Journal of Marketing, 59(2): 1.
Jaworski, B., Kohli, A. K., & Sahay, A. 2000. Market-driven versus driving markets. Journal of the Academy of Marketing Science, 28(1): 45-54.
Jaworski, B. J., & Kohli, A. K. 1993. Market orientation: antecedents and consequences. Journal of Marketing, 57(3): 53-70.
Jerez-Gomez, P., Céspedes-Lorente, J., & Valle-Cabrera, R. 2005. Organizational learning capability: a proposal of measurement. Journal of Business Research, 58(6): 715-725.
Kohli, A. K., & Jaworski, B. J. 1990. Market orientation: the construct, research propositions, and managerial implications. Journal of Marketing: 1-18.
Kumar, K., Subramanian, R., & Yauger, C. 1998. Examining the market orientation-performance relationship: a context-specific study. Journal of Management, 24(2): 201-233.
Kumar, N. 1997. The revolution in retailing: from market driven to market driving. Long Range Planning, 30(6): 830-835.
Kumar, N., Scheer, L., & Kotler, P. 2000. From market driven to market driving. European Management Journal, 18(2): 129-142.
Lumpkin, G. T., & Dess, G. G. 1996. Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21(1): 135-172.
Matsuno, K., Mentzer, J. T., & Özsomer, A. 2002. The effects of entrepreneurial proclivity and market orientation on business performance. Journal of Marketing, 66(3): 18-32.
Merrilees, B., Rundle-Thiele, S., & Lye, A. 2011. Marketing capabilities: Antecedents and implications for B2B SME performance. Industrial Marketing Management, 40(3): 368-375.
Miller, D. 1983. The correlates of entrepreneurship in three types of firms. Management Science, 29(7): 770-791.
Montgomery, C. A., & Wilson, V. A. 1986. Research note and communication mergers that last: a predictable pattern? Strategic Management Journal, 7(1): 91-96.
Naman, J. L., & Slevin, D. P. 1993. Entrepreneurship and the concept of fit: a model and empirical tests. Strategic Management Journal, 14(2): 137-153.
Narver, J. C., & Slater, S. F. 1990. The effect of a market orientation on business profitability. Journal of Marketing, 54(4).
Narver, J. C., Slater, S. F., & MacLachlan, D. L. 2004. Responsive and Proactive Market Orientation and New‐Product Success*. Journal of Product Innovation Management, 21(5): 334-347.
Nasution, H. N., Mavondo, F. T., Matanda, M. J., & Ndubisi, N. O. 2011. Entrepreneurship: Its relationship with market orientation and learning orientation and as antecedents to innovation and customer value. Industrial Marketing Management, 40(3): 336-345.
Ni, N., & Wan, F. 2008. A configurational perspective of branding capabilities development in emerging economies: The case of the Chinese cellular phone industry. Journal of Brand Management, 15(6): 433-451.
Noble, C. H., Sinha, R. K., & Kumar, A. 2002. Market orientation and alternative strategic orientations: a longitudinal assessment of performance implications. Journal of Marketing, 66(4): 25-39.
O'Cass, A., & Ngo, L. V. 2011. Achieving customer satisfaction in services firms via branding capability and customer empowerment. Journal of Services Marketing, 25(7): 489-496.
Porter, M. E., & Fuller, M. B. 1986. Coalitions and global strategy. Competition in Global Industries, 1(10): 315-343.
Rogers, H., Ghauri, P. N., & George, K. L. 2005. The impact of market orientation on the internationalization of retailing firms: Tesco in Eastern Europe. International Review of Retail, Distribution and Consumer Research, 15(1): 53-74.
Schindehutte, M., Morris, M. H., & Kocak, A. 2008. Understanding Market‐Driving Behavior: The Role of Entrepreneurship. Journal of Small Business Management, 46(1): 4-26.
Shapiro, B. P. 1988. What the hell is market oriented?: HBR Reprints.
Slater, S. F., & Narver, J. C. 1995. Market orientation and the learning organization. Journal of Marketing: 63-74.
Slater, S. F., & Narver, J. C. 2000. The positive effect of a market orientation on business profitability: a balanced replication. Journal of Business Research, 48(1): 69-73.
Subramaniam, M., & Venkatraman, N. 2001. Determinants of transnational new product development capability: Testing the influence of transferring and deploying tacit overseas knowledge. Strategic Management Journal, 22(4): 359-378.
Szulanski, G. 1996. Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17(WINTER): 27-43.
Tarnovskaya, V., Elg, U., & Burt, S. 2008. The role of corporate branding in a market driving strategy. International Journal of Retail & Distribution Management, 36(11): 941-965.
Tiemessen, I., Lane, H. W., Crossan, M. M., & Inkpen, A. C. 1997. Knowledge management in international joint ventures. Cooperative Strategies: North American Perspectives: 370-399.
Tuominen, M., Rajala, A., & Möller, K. 2004. Market-driving versus market-driven: Divergent roles of market orientation in business relationships. Industrial Marketing Management, 33(3): 207-217.
Von Krogh, G., & Roos, J. 1996. Managing knowledge: perspectives on cooperation and competition: Sage.
Woo, C. Y., Daellenbach, U., & Nicholls‐Nixon, C. 1994. Theory building in the presence of ‘randomness’: the case of venture creation and performance. Journal of Management Studies, 31(4): 507-524.
Zahra, S. A., Jennings, D. F., & Kuratko, D. F. 1999. The antecedents and consequences of firm-level entrepreneurship: The state of the field. Entrepreneurship Theory and Practice, 24(2): 45-66.