Companies that are market-oriented are superior in terms of ability to
adapt to a constantly changing market. On this basis, the author tests
what happens when companies implement market orientation on an
inter-organizational level - labeled co-market orientation. Co-market
orientation strongly increases companies' ability to handle problems
that arise in the network, hence (1) free riders, such as willingness to
participate in the joint marketing of a destination, (2) unsolved tasks
such as cleaning up and maintenance of public areas, and (3)
unsynchronized activities, such as the absence of coordinated opening
hours. The book maps the mechanisms that motivate companies to
participate in a co-market orientation. The empirical analysis shows
that co-market-oriented tourist businesses in the greater work to
maximize the destination collective interests, despite the fact that
such behavior is in conflict with the companies' short- term
self-interest. The book is also informative for other networks with
collective customers such as shopping malls.