individualistic and masculine' activities in the generation and responsiveness and market orientation. This correlation was stronger for the German sample compared to sample Thai and Indonesian collectivist culture and feminine. For his part, Kirca et al. (2005) who find that managers should consider when implementing market orientation national cultural sensitivities, mainly in terms of 'hierarchical distance, and uncertainty avoidance. Culture can not always be a moderating variable in developing countries. Indeed, Hofstede, Dwairi (2004) finds the weak moderating role of national culture in the effect of market orientation on the performance of banks in Jordan. The relationship between market orientation and organizational performance is influenced by simply 'power distance' in Jordan, which is a result quite different in developed countries where weary Western literature claims that high power distance relationships hinder market orientation . This apparent contradiction is explained by the existence of another explanatory variable is 'the impact of stakeholders'. Indeed, the management of the banking industry, is strongly connected with social power in Jordan through social alliances in institutions in emerging markets. The integration of developing countries becomes imperative to complete the conceptual framework of market orientation (Burgess and Steenkamp, It becomes very obvious that it is not logical to make a simple generalization of empirical results of Western literature in emerging markets. The components of market orientation in developing countries Western literature has two main scales provide measures of market orientation, namely: Markor which corresponds to the behavioral perspective of jawoski and Kohli (1990) and Mktor on the Narver and cultural perspective Slater (1990). Markor gave three components: information generation, dissemination of information and response. Mktor about the components emerged along the literature adopting a cultural perspective were: customer orientation, competitor orientation, orientation distributor, supplier orientation and technology orientation. The reliability and validity of these scales will be studied in the context of emerging countries. Chelariu et al. (2002) examine the validity of the construct of market orientation in Côte d'Ivoire, using Markor and MKTOR and emit structures quite different from those original. They and sub dimensions of organizational response and customer orientation. Organizational response, also called, responsiveness to market intelligence, is divided into two sub-dimensions: design response and
individualistic and masculine' activities in the generation and responsiveness and market orientation. This correlation was stronger for the German sample compared to sample Thai and Indonesian collectivist culture and feminine. For his part, Kirca et al. (2005) who find that managers should consider when implementing market orientation national cultural sensitivities, mainly in terms of 'hierarchical distance, and uncertainty avoidance. Culture can not always be a moderating variable in developing countries. Indeed, Hofstede, Dwairi (2004) finds the weak moderating role of national culture in the effect of market orientation on the performance of banks in Jordan. The relationship between market orientation and organizational performance is influenced by simply 'power distance' in Jordan, which is a result quite different in developed countries where weary Western literature claims that high power distance relationships hinder market orientation . This apparent contradiction is explained by the existence of another explanatory variable is 'the impact of stakeholders'. Indeed, the management of the banking industry, is strongly connected with social power in Jordan through social alliances in institutions in emerging markets. The integration of developing countries becomes imperative to complete the conceptual framework of market orientation (Burgess and Steenkamp, It becomes very obvious that it is not logical to make a simple generalization of empirical results of Western literature in emerging markets. The components of market orientation in developing countries Western literature has two main scales provide measures of market orientation, namely: Markor which corresponds to the behavioral perspective of jawoski and Kohli (1990) and Mktor on the Narver and cultural perspective Slater (1990). Markor gave three components: information generation, dissemination of information and response. Mktor about the components emerged along the literature adopting a cultural perspective were: customer orientation, competitor orientation, orientation distributor, supplier orientation and technology orientation. The reliability and validity of these scales will be studied in the context of emerging countries. Chelariu et al. (2002) examine the validity of the construct of market orientation in Côte d'Ivoire, using Markor and MKTOR and emit structures quite different from those original. They and sub dimensions of organizational response and customer orientation. Organizational response, also called, responsiveness to market intelligence, is divided into two sub-dimensions: design response and
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