The influence of organizational culture and conflict on market orientation

Abstract

Purpose

This study aims to review three recognized culture types: bureaucracy, supportive, and innovative, then to develop a model describing how intra‐organizational conflict mediates the relationship between these cultures and market orientation.

Design/methodology/approach

Using survey data from over 200 corporate managers, a model of the mediating effect of conflict was examined. First, the model was tested using structural equation modeling, and then a series of linear regressions was used to confirm mediation.

Findings

The study found that conflict mediated the relationship between culture and market orientation. The findings also suggested that conflict was positively associated with bureaucratic organizations and negatively associated with innovative and supportive organizations.

Practical implications

The results point out potential pitfalls that some organizations may encounter in maintaining market orientation or in trying to become market‐oriented. The results suggested that innovative and supportive organizations were less likely to experience dysfunctional conflict, and thereby would be better able to maintain market orientation.

Originality/value

The study offers a model that extended previous research on the relationship between organizational culture and market orientation by examining the mediating role of conflict. By including conflict, the study offers insight into the importance of the interaction of culture, conflict and market orientation.

Citation

McClure, R.E. (2010), "The influence of organizational culture and conflict on market orientation", Journal of Business & Industrial Marketing, Vol. 25 No. 7, pp. 514-524. https://doi.org/10.1108/08858621011077745