Marketing Department Chairpersons, Market Orientation, and Organizational Performance: A Pilot Study of AACSB International Private Business Schools
Robert L. Webster, Jeanie A. Curry, Kevin L. Hammond

Abstract
The manuscript reports the results of a national survey examining the levels of reported market orientation toward students and its impact on business school performance for private university business schools belonging to AACSB International. The research seeks to determine if private business schools exhibit levels of market orientation similar to for-profit businesses and if levels of reported market orientation affect reported levels of organizational performance. The private universities studied were all members of AACSB and all were located in the United States. The marketing department chairpersons were asked to respond to a mailed survey. The survey questions used came from a reworded Narver and Slater (1990) “market orientation” scale and the Jaworski and Kohli’s (1993) “overall performance” scale. Thirty-one (31) marketing department chairs responded to the survey.

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