Begins with a review and critical analysis of the literature surrounding the obstacles or barriers to the development of organization‐wide market orientation. Suggests that, though valiant attempts have been made to identify individual barriers, a diversity of academic opinion appears to prevail. Consequently, presents a preliminary framework for the study of barriers, which revolves around the application of a broad definition of organizational culture to orientation inhibitors. Then applies the framework of assumptions, values, artefacts and symbols to a company case study and discusses the issues involved. Draws managerial recommendations and outlines implications for further study.
Harris, L. (1996), "Cultural obstacles to market orientation", Journal of Marketing Practice: Applied Marketing Science, Vol. 2 No. 4, pp. 36-52. https://doi.org/10.1108/EUM0000000004135Download as .RIS
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