In recent decades, an increasing number of scholars and practitioners have focused on the concept of market orientation (MO) and its effect to firm performance (Harris & Ogbonna, 2001; Uncles, 2011). At the firm level, relevant literature has primarily addressed the contribution of MO with regard to firm value and its economic effects (Matanda & Ndubisi, 2009). Although adopted in various approaches of theory, methodology, and analysis, previous studies have elucidated specific market behaviors to improve the effectiveness of market responses (Chen, Li, & Evans, 2012; Kaynak & Kara, 2004). The body of extant research on MO valuation has confirmed that a relationship exists between MO and certain aspects of firm value (Chad, 2013; Matanda & Ndubisi, 2009). In current dynamic and customer-driven environments, MObased value co-creation is particularly crucial (Hsieh, Chiu, & Hsu, 2008), where MO involves observing factors that are exogenous to individual firms, and the value of implementing an MO business model can extend to inter-firm relationships (Elg, 2007). In MObased value co-creation, strong interactive or collaborative relationships among firms facilitate the creation of value. To achieve value co-creation, customer feedback must be encouraged, such as preferences and opinions about products and services (Day & Bens, 2005). These conditions explain why implementing e-marketing as an extension of transaction marketing actually fosters the value co-creation. E-marketing adoption shapes how the generation of relational rents are maintained and developed, and promotes information exchange between sellers and customers. Furthermore, e-marketing confers a competitive advantage to the firms involved (Bianchi & Mathews, 2016; Brodie, Winklhofer, Coviello, & Johnston, 2007; Trainor, Rapp, Beitelspacher, & Schillewaert, 2011). Despite the critical role of the relevant parties, and the necessity to study them to show the relevance of marketing management, currently very few studies have examined how the adoption of e-marketing can facilitate the value co-creation and provision of benefits to each of the involved parties. Although business managers and researchers continue to question the value of integrated MO (Nasution & Mavondo, 2008), integrated MO has not yet been examined in the emergent research on e-marketing adoption. Previous studies have attempted to identify integrated MO as being crucial to innovation and customer value (Nasution, Mavondo, Matanda, & Ndubisi, 2011). This study, however, focuses on e-marketing adoption in terms of integrated MO, which understands both expressed and latent customer needs or delivers superior value to customers. Based on these considerations, this study examines the chain of market orientation to value co-creation, where the integrated MO of the seller encourages customers to use e-marketing in terms of co-creating value for customers and sellers. First, the study identifies how integrated MO influences e-marketing adoption, and identifies an approach to implementing e-marketing with customers to improve the benefits of selling and co-create value. Second, it assesses the effect of governance mechanisms on increasing value co-creation. Empirical validation for the proposed framework (Fig. 1) is provided based on data on international tourist hotels in Taiwan. The rest of this study proceeds as follows. The next section presents the background literature on relational view, e-marketing, market orientation, and value co-creation, and develops the research hypotheses. The subsequent section presents an empirical study testing the hypotheses. The final section discusses the findings, theoretical and managerial implications.