CONTACT INFORMATION
Office:	206 Kalkin  FIND OFFICE
Phone:	656-0497
E-Mail:	Sinkula@bsad.uvm.edu
Office Hours:	MW 10:00 - 11:00 a.m. or by appointment

• BSAD 195 - Special Topics
  Honors Project in Business Research Methods
  Section B, 300 Kalkin 8:30-11:30 F - ON-LINE SYLLABUS
   
• BSAD 251 - Marketing Research
  Section A, 001 Kalkin 8:30-9:45 TR - ON-LINE SYLLABUS
  Section Z1, 001 Kalkin 8:30-9:45 TR - ON-LINE SYLLABUS

Publication History

Journal Article, Academic Journal

• Sinkula, J. M.; Baker, W. - "The Complementary Effects of Market Orientation and Entrepreneurial Orientation on Profitability in Small Businesses" (Refereed) - Journal of Small Business Management - 2009 - v. 47, no. 2, [Show/Hide Abstract]
  Abstract: Market orientation and entrepreneurial orientation are correlated, but distinct constructs. Market orientation reflects the degree to which firms' strategic market planning is driven by customer and competitor intelligence. Entrepreneurial orientation reflects the degree to which firms' growth objectives are driven by the identification and exploitation of untapped market opportunities. When modeled separately, research has reported direct effects of both constructs on firm profitability. When modeled simultaneously, however, the direct effect of EO has disappeared. This has led some scholars to postulate that EO is an antecedent of MO. The results of this study contradict this presumption and suggest that EO and MO complement one another, at least in small businesses, to boost profitability. The major difference between this and previous studies is the inclusion of innovation success, which captures an indirect effect of EO on profitability. At least in small firms, the results suggest that EO complements MO by instilling an opportunistic culture that impacts the quality and quantity of firms' innovations.
  
• Baker, W. E.; Sinkula, J. M. - "Does Market Orientation Facilitate Balanced Innovation Programs? An Organizational Learning Perspective" (Refereed) - Journal of Product Innovation Management - 2007 - v. 24, no. 4, pp. 316-334 [View publication] [Show/Hide Abstract]
  Abstract: There appears to be widespread agreement that optimal new product development programs require a balance between customer-led and lead-the-customer innovation practices. The former is associated with adaptive learning inspired incremental innovation, whereas the latter is associated with generative-learning-inspired radical innovation. There is debate, however, as to whether a strong market orientation can facilitate this balance. Some believe that a strong market orientation causes firms to overemphasize customer-led incremental innovations. Others believe that a strong market orientation can facilitate this balance but assert that traditional measures of market orientation only capture the types of behaviors associated with customer-led incremental innovations. This latter concern has led some to abandon the single-construct operationalization of market orientation and to introduce two constructs-responsive and proactive market orientation-into the literature. The purpose of this research is to address these developments. The study makes use of a national sample of marketing executives and employs a cross-sectional survey design. Measures used are market orientation, radical and incremental innovation priority, generative and adaptive learning priority, and new product success. Confirmatory factor analyses and structural equations models are employed to develop measures and to test hypotheses. The study's results reaffirm the position that a strong market orientation helps facilitate a balance between incremental and radical innovation by shifting firms' innovation priority more toward radical innovation activities. It also suggests that the abandonment of traditional conceptualizations and measures of market orientation are premature.
  
• Baker, W. E.; Sinkula, J. M. - "Environmental Marketing Strategy and Firm Performance: Effects on New Product Performance and Market Share" (Refereed) - Journal of the Academy of Marketing Science - 2005 - v. 33, no. 4, pp. 461-475 [View publication] [Show/Hide Abstract]
  Abstract: Recent studies on marketing and the natural environment have called for research that links environmental marketing strategies to the performance of the firm. This research operationalizes the enviropreneurial marketing (EM) construct and examines its relationship with firm performance. It is the first empirical research to operationalize the EM construct. The new scale, albeit a first attempt, demonstrates encouraging psychometric properties. According to the resource-based view of the firm, a resource such as EM should directly influence firms??? capabilities (e.g., new product development success) but not competitive advantage (e.g., change in market share). A nationwide study of top-level marketing managers supports this perspective. In addition, although market turbulence also affects new product development success, it does not have an impact on EM. This suggests that EM formation is driven by internal rather than external forces.
  
• Sinkula, J. M.; Baker, W. E. - "Market Orientation and the New Product Paradox" (Refereed) - Journal of Product Innovation Management - 2005 - v. 22, no. 6, pp. 483-502 [View publication] [Show/Hide Abstract]
  Abstract: The extant literature shows that the strength of the market orientation-performance relationship decays as the terminal measure of performance shifts from new product success to profitability to market share. As Day (1999) concluded, a broader nomological inquiry is needed to more fully understand the nature and limits of market orientation's effects. This suggests that a broader nomological inquiry is needed to fully understand the nature and limits of market orientation's effects. Utilizing a national sample of marketing executives, the present study's purpose is to build a fuller understanding of the effects of market orientation on firm performance. Its structural equations model includes measures of new product success, profitability, and market share. The research reinforces a strong positive relationship between market orientation and new product success. The expanded nomological network under study, however, implies barriers to market orientation's effectiveness. First, market-orientation-inspired increases in the priority firms place on "breakthrough" learning without commensurate increases in the priority placed on "breakthrough" innovation capabilities can boomerang and negatively impact new product success. Second, market-orientation-inspired new product development programs that are unable to increase market share can negatively impact profitability. These gatekeepers to the success of market orientation underscore the need for firms to coordinate a strong market orientation with resources and capabilities that increase the effectiveness of the marketing function. Without such coordination, the positive effect of market orientation on new product success may be limited to incremental innovations, and the overall effect of successful new products on profitability may be limited.
  
• Souchon, A. L.; Diamantopoulos, A.; Holzmuller, H. H.; Axinn, C. N.; Sinkula, J. M.; Simmet , H.; Durden , G. R. - "Export Information Use: A Five-Country Investigation of Key Determinants" (Refereed) - Journal of International Marketing - 2003 - v. 11, no. 3, pp. 106-127 [View publication] [Show/Hide Abstract]
  Abstract: Although information use is crucial for effective export decision making and ultimately export performance, most of the extant literature focuses on information acquisition rather than information use. Using data from a five-country survey of exporting firms, this study examines the impact of information-, export-, and context-specific variables on different types of export information use. The results show that the effects of these factors depend on the type of information use considered and the mode of information acquisition involved. The authors discuss implications of the findings and identify further research directions.
  
• Baker, W.; Sinkula, J. M. - "Market Orientation, Learning Orientation and Product Innovation: Delving into the Organization's Black Box" (Refereed) - Journal of Market Focused Management - 2002 - v. 5, no. 1, pp. 5-23. [View publication] [Show/Hide Abstract]
  Abstract: Many scholars now agree that market orientation is necessary, but not sufficient to facilitate the type of innovation that breeds long-term competitive advantage (cf. Dickson, 1996). In addition to a strong market orientation, a firm must also be able to institutionalize higher order learning processes, the type of learning that enables radical innovation. Recent research (cf. Baker and Sinkula, 1999) has empirically established a synergistic effect of market orientation and learning orientation on organizational performance. This paper attempts to add to the literature by offering a more complete theoretical explanation of how these two constructs interact to affect product innovation capabilities. Three types of marketing firms are identified. Phase I firms learn primarily through modeling and are typically limited to manager-driven incremental innovation. Phase II firms learn primarily through adaptive learning and are typically limited to market-driven incremental innovation. Phase III firms engage in generative learning and pursue ongoing radical innovation. We propose that only Phase III firms are capable of maintaining competitive advantage in dynamic market environments.
  
• Sinkula, J. M. - "Market-Based Success, Organizational Routines, and Unlearning" (Refereed) - Journal of Business and Industrial Marketing - 2002 - v. 17, no. 4, pp. 253-269 [View publication] [Show/Hide Abstract]
  Abstract: Information, whether it is acquired from an external source or generated internally, is subjected to perceptual filters made up of the organization's norms, procedures, and beliefs that influence what information the organization attends to and ultimately accepts. This paper examines the role which these organizational filters play in unlearning; viewed here as a specialized form of organizational learning. Unlearning is defined as the "process by which firms eliminate old logics and make room for new ones" by Prahalad and Bettis. The author argues that firms which engage in unlearning activities are better able to cast aside established routines in order to replace them with ones that ultimately result in superior value to their customers.
  
• Baker, W.; Sinkula, J. M. - "Learning Orientation, Market Orientation, and Innovation: Integrating and Extending Models of Organizational Performance" (Refereed) - Journal of Market Focused Management - 1999 - v. 4, no. 4, pp. 295-308. [View publication] [Show/Hide Abstract]
  Abstract: Recent studies have demonstrated effects of learning orientation or market orientation on innovation-driven organizational performance. While these studies have enhanced our understanding of innovation processes in the firm, they have been unable to determine the relative contribution of learning orientation and market orientation to innovation. The integration of these two fundamental strategic orientations in this research enables such an assessment. The model in this research also measures the degree to which market orientation and learning orientation influence organizational performance, independent of their effect on product innovation. The most notable finding is the potential preeminence of learning orientation over market orientation. The implications are of critical importance to marketers because they provide insights into the type of organizational culture that is associated with high levels of performance.
  
• Baker, W.; Sinkula, J. M. - "The Synergistic Effect of Market Orientation and Learning Orientation on Organizational Performance" (Refereed) - Journal of the Academy of Marketing Science - 1999 - v. 27, no. 4, pp. 411-27 [View publication] [Show/Hide Abstract]
  Abstract: SHETH AWARD WINNER - BEST ARTICLE OF 1999 - Although a large body of research theoretically asserts a positive relationship between market orientation and organizational performance, fewer empirical studies demonstrate it using multiple and varied organizational performance measures. Additionally, a series of recent studies have theoretically proposed, but not empirically demonstrated, that a firm's learning orientation is likely to indirectly affect organizational performance by improving the quality of its market-oriented behaviors and directly influence organizational performance by facilitating the type of generative learning that leads to innovations in products, procedures, and systems. This empirical study supports all of these specific contentions and the more global notion that higher order learning processes may be critical in creating a sustainable competitive advantage in the firm.
  
• Sinkula, J. M.; Baker, W.; Noordewier, T. G. - "A Framework for Market-Based Organizational Learning: Linking Values, Knowledge and Behavior" (Refereed) - Journal of the Academy of Marketing Science - 1997 - v. 25, no. 4, pp. 305-318 [View publication] [Show/Hide Abstract]
  Abstract: The authors review the concept of organizational learning and present a broad conceptual framework for its modeling. Within this framework, one specific process for market-based organizational learning is postulated. An empirical test of this model leads the authors to conclude that a more positive learning orientation (a value-based construct) will directly result in increased market information generation and dissemination (knowledge-based constructs), which, in turn, directly affects the degree to which an organization makes changes in its marketing strategies (a behavioral construct). Managerial implications are discussed.
  
• Axinn, C. C.; Savitt, R.; Sinkula, J. M.; Thach, S. V. - "Export Intention, Beliefs and Behaviors in Smaller Industrial Firms" (Refereed) - Journal of Business Research - 1995 - v. 32, no. 1, pp. 49-55 [View publication] [Show/Hide Abstract]
  Abstract: This article reports results from a portion of a longitudinal study of exporting firms where the relationships among managers' beliefs about exporting, their export intentions, subsequent exporting behavior, and further future exporting intentions are examined. A set of small and medium-sized New England firms, primarily industrial product manufacturers, were queried in 1988 and again in late 1991. Respondents to the initial study included 78% of the 206 firms in the population, whereas 102 of 182 firms responded to the follow-up study, yielding a response rate of 56%. Of these, 77 firms had participated in the initial study, and it is these firms which provide the longitudinal data examined here. In general, the results indicate a relationship between export intentions and managers' beliefs about the value of exporting to their own firms, between export intentions and current performance, between export intentions and subsequent export intentions, between subsequent export intentions and performance in the previous period, and between export intentions and firm size. However, no relationships could be shown between export intention and actual subsequent behavior or between export intention and subsequent export performance. Overall, data support the thesis that learning affects results, whereas results, in turn, spur further learning.
  
• Sinkula, J. M. - "Market Information Processing and Organizational Learning" (Refereed) - Journal of Marketing - 1994 - v. 58, no. 1, pp. 35-45
• Sinkula, J. M. - "Some Factors Affecting the Adoption of Scanner Based Research in Organizations" (Refereed) - Journal of Advertising Research - 1991 - v. 2, pp. 50-55
• Sinkula, J. M. - "Perceived Characteristics, Organizational Factors, the Utilization of External Market Research Suppliers" (Refereed) - Journal of Business Research - 1990 - v. 21, no. 1, pp. 1-17 [View publication]
• Sinkula, J. M.; Lawtor, L. - "Bank Characteristics and Consumber Bank Choice: How Important are Importance Measures" (Refereed) - Journal of Professional Services Marketing - 1988 - v. 3, no. 3/4, pp. 131-141
• Sinkula, J. M.; Hampton, R. D. - "Centralization and Information Acquisition by In-House Market Research Departments" (Refereed) - Journal of Business Research - 1988 - v. 16, no. 4, pp. 337-349
• Hampton, R. D.; Guy, B. S.; Sinkula, J. M. - "Consumer Images of Financial Institutions: A Comparative Study of Banks Versus Savings and Loans" (Refereed) - Journal of Professional Services Marketing - 1987 - v. 2, no. 3, pp. 83-100
• Sinkula, J. M. - "Single Parent Shopping Orientations: Some Male/Female Comparisons" (Refereed) - Business Insights - 1986 - v. 5, no. 2, pp. 18-21
• Sinkula, J. M. - "Status of Company Usage of Scanner Based Research" (Refereed) - Journal of the Academy of Marketing Science - 1986 - v. 14, no. 1, pp. 63-71 [View publication] [Show/Hide Abstract]
  Abstract: Recently, the technology associated with Universal Product Code (UPC) scanners has given rise to the development of a number of research middlemen who accumulate, store, and analyze data for an as yet undescribed clientelle. This is a study which describes these end-users of UPC derived data and scanner based research from two standpoints. The first takes an organizational demographical approach in profiling the most likely adopter. The second explores user applications of scanner based research. A national sample of directors of marketing research is utilized to develop the organizational profile of the user of scanner based research. Findings show that general usage is (but specific usage applications are not) related to the demographics of the organization.
  

Magazine/Trade Publication

• Sinkula, J. M. - "Norrell/Vermont Business Magazine Employment Survey Forecasts Fourth Quarter Increase" - Vermont Business Magazine - 1997 - v. 25, no. 10, pp. 43-46
• Sinkula, J. M. - "Vermont Employment Index Provides Most Accurate Employment Forecast Ever: Predicts Significant Increase for First Quarter of 1997" - Vermont Business Magazine - 1997 - v. 25, no. 1, pp. 32-35
• Sinkula, J. M. - "Vermont Employment Index Provides Most Accurate Employment Forecast Ever: Predicts Significant Increase for First Quarter of 1997" - Vermont Business Magazine - 1997 - v. 25, no. 1, pp. 32-35
• Sinkula, J. M. - "Norrell/Vermont Business Magazine Employment Trends Survey First Full Year of Survey Data Charts Employment Trends in Vermont" - Vermont Business Magazine - 1996 - v. 24, no. 1, pp. 84-85
• Sinkula, J. M. - "New Survey Suggests Employment Growth for Second Quarter ???95" - Vermont Business Magazine - 1995 - v. 23, no. 4, pp. 19-20
• Darden, W. R.; Sinkula, J. M. - "Grocery Product Marketers Creatively Apply Scanner Data to Strategic Planning, Research" - Marketing News - 1982 - v. 16, no. 6, pp. 18-19

Conference Proceeding

• Baker, W. E.; Sinkula, J. M. - "Strategic Congruence and New Product Success: The Effects of Fit Between Intended and Realized Radical Innovation in the Firm" (Refereed) - American Society of Business and Behavioral Sciences 13th Annual Conference Proceedings - 2006
• Baker, W. E.; Sinkula, J. M. - "The Complementary Effects of Market Orientation and Entrepreneurial Orientation on Firm Performance" (Refereed) - European Marketing Academy Annual Conference - 2006
• Sinkula, J. M. - "An Integrative Model of Market Orientation's Effect on Firm Performance" (Refereed) - Academy of Marketing Science Annual Conference - 2003
• Baker, W. E.; Sinkula, J. M. - "Market Orientation, Performance and a New Product Paradox" (Refereed) - European Marketing Academy Annual Conference - 2003
• Souchon, A. L.; Diamantopoulos, A.; Holzmuller, H. H.; Axxin, C.; Sinkula, J. M.; Simmet-Blomberg, H. - "A Cross-Cultural Enquiry Into Export Information Use" (Refereed) - 28th European Marketing Academy Conference - 1999 - pp. 95-112
• Baker, W.; Sinkula, J. M. - "Maintaining Competitive Advantage Through Organizational Unlearning" (Refereed) - Developments in Marketing Science - 1999 - pp. 206-209
• Noordewier, T. G.; Sinkula, J. M. - "Export Strategies and Export Performance: An Empirical Investigation of a Products/Markets Typology" (Refereed) - Proceedings of the Third Symposium of the Consortium for International Marketing Research (CIMaR) - 1995 - pp. 1-47
• Sinkula, J. M. - "Information Supply and Information Use: The Effect of Selected Company Characteristics on Organizational Processing of Market Information" (Refereed) - Advances in Marketing - 1995 - pp. 98-116
• Sinkula, J. M. - "Information Processing in the Learning Organization" (Refereed) - Marketing in an Era of Rapid Change - 1994 - pp. 442-443
• Sinkula, J. M. - "Information Supply and Information Use: The Effect of Selected Company Characteristics on Organizational Processing of Market Infromation" (Refereed) - Advances in Marketing - 1994 - pp. 98-116
• Axinn, C. C.; Sinkula, J. M.; Thach, S. - "Linking Strategic Choice to Context and Implementation" (Refereed) - Proceedings of First CIMAR Symposium - 1993 - pp. 145-177
• Karuppan, M.; Sinkula, J. M. - "Outsourcing: Identification of A User Profile" (Refereed) - Proceedings of the National Decision Sciences Institute Annual Conference - 1991 - v. 2, pp. 712
• Rao, C. P.; Karuppan, M.; Sinkula, J. M. - "Income Effect On Consumption Behavior" (Refereed) - The Academy of Marketing Science Annual Conference, Developments in Marketing Science - 1987 - v. 10, pp. 496
• Lawtor, L.; Sinkula, J. M. - "Positioning in the Financial Services Industry: A Look at the Decomposition of Image" (Refereed) - The Academy of Marketing Science Annual Conference, Developments in Marketing Science - 1987 - pp. 439-442
• Guy, B. S.; Hampton, R. D.; Sinkula, J. M. - "Small Financial Institutions: Positioning for Survival" (Refereed) - The Academy of Marketing Science and American Collegiate Retailing Association, Retailing: Theory and Practice for the 21st Century - 1985 - v. 1, pp. 70-74
• Sinkula, J. M. - "A Look At Some Shopping Orientations In Single Parent Households" (Refereed) - 1984 AMA Educators' Proceedings - 1984 - v. 50, pp. 22-25
• Sinkula, J. M. - "A Preliminary Investigation of the Perceived Product Life Cycle, Corporate Information Seeking and Strategy Formulation" (Refereed) - Proceedings, The New England Business and Economic Association - 1983

Book, Chapter in Scholarly Book-New

• Noordewier, T. G.; Sinkula, J. M. - "Export Strategies and Export Performance: An Empirical Investigation of a Products/Markets Typology" (Refereed) - JAI Press - 1996 - v. 8, pp. 27-58
• Axinn, C. C.; Sinkula, J. M.; Thach, S. - "Linking Distribution Strategy Choice to Context and Implementation in Export Markets" (Refereed) - Advances in International Marketing - 1994 - pp. pp 143-160 , Greenwich, CT; JAI Press

Research Report

• Baker, W.; Sinkula, J. M. - "A 1998 National Survey of the Vermont Visitor" - Vermont Department of Tourism and Marketing - 1999 - no. Winter,
• Baker, W.; Sinkula, J. M. - "1997-1998 Winter Inquiry Study: Monitoring 1-800-Vermont" - Vermont Department of Tourism and Marketing - 1998 - no. Spring,
• Baker, W.; Sinkula, J. M. - "Unlocking the Brand Equity of Vermont: Message and Visual Appeal Analysis" - Vermont Department of Tourism and Marketing - 1998

Working Paper

• Souchon, A.; Diamantopoulos, A.; Axinn, C.; Holzmuller , H.; Sinkula, J. M. - "A Cross-Cultural Enquiry Into Export Information Use: Empirical Evidence from Austria, Germany, UK and USA" (Refereed) - Aston Business School Working Paper Series Number RP9907 - 2006 - no. ISBN No: 1 85449 303 5,

Other

• Sinkula, J. M. - "Market Information Processing and Organizational Learning" - Edward Elgar - 2009 - v. 6, pp. 274-284
• Sinkula, J. M. - "Vermont Employment Index Indicates Increase in Fourth Quarter of 1996" - Vermont Business Magazine - 1996 - pp. October, pp. 52-53
• Savitt, R.; Sinkula, J. M. - "Factors Influencing Export Intentions in Small Firms" - Association for International Business Annual Conference - 1991 - pp. Miami, FL
• Sinkula, J. M. - "Outsourcing: Identification of a User Profile" - DSI Proceedings of the National Decision Sciences Institute Annual Conference - 1991 - pp. Vol. 2., 712