帮忙翻译下， 句子通顺就好了，  急 啊 ~

In one of the seminal works on market orientation,Kohli and Jaworski (1990) defined market orientation as ''the organisation-wide generation of market intelligence pertaining to current and future customer needs, dissemination of the intelligence across departments,and organisation-wide responsiveness to market intelligence''. The antecedents to market orientation were defined as  ''the organisational factors that enhance or impede the implementation of the business philosophy represented by the marketing concept''. They did not ignore external factors but saw their role as being
primarily in moderating the relationship between market orientation and its outcomes. They argued that the choice of an internal perspective is appropriate  ''because managers have more control over internal antecedents compared to external ones''  (Jaworski & Kohli, 1993). On the basis of 64 in-depth interviews, they identified three sets of organisational factors (individual, intergroup and organization-wide) as the antecedents to market orientation (Kohli & Jaworski,
1990). The formalisation of the construct of market orientation spawned a range of studies to investigate its relevance and applicability across a range of sectors. The bulk of these studies focused on the consequences of market orientation—i.e., the implications for performance. The evidence for the beneficial effects of market orientation in the tourism sector is limited and varied. In a study that pre-dates the work of Kohli and Jaworski (1990). Greenley and Matcham (1986),  comment on the relatively low levels of marketing orientation amongst organisations serving the in-bound tourism market in the UK. Subsequent studies in the hotel sector (Au & Tse, 1995; Sargeant & Mohamad, 1999) also report low to moderate levels of market orientation and find little evidence of significant impacts on performance. However, more recent research in China has identified significant performance impacts (Qu & Ennew, 2003) with variations across sectors within the tourism industry and a study in Taiwan suggests that market orientation has a positive, but indirect impact on
business performance for online travel businesses (Wu, 2004). More generally, there is an extensive and growing
body of evidence from other sectors to support the importance of market orientation in relation to business performance (for example, Diamantopoulos & Hart, 1993; Kohli et al., 1993; Slater & Narver 1994; Greenley, 1995; Cadogan & Diamantopoulos, 1995, Hooley et al., 2000; Soehadi, Hart, & Tagg, 2001; Harris, 2001).