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An examination of artefacts in market-oriented firms

Cynthia O'Regan (Institute of Technology Carlow, Wexford, Ireland)
Tomás Dwyer (Institute of Technology Carlow, Wexford, Ireland)
Julie Mulligan (Institute of Technology Carlow, Wexford, Ireland)

Journal of Research in Marketing and Entrepreneurship

ISSN: 1471-5201

Article publication date: 11 November 2020

Issue publication date: 12 July 2021




The purpose of this paper is to examine the nature and influence of artefacts in market-oriented firms.


Document analysis, direct observation and 14 key informant interviews were undertaken in 6 case study of companies.


The research investigated the nature and influence of four categories of artefacts in market-oriented firms, specifically, stories, arrangements, rituals and language. The four categories of artefacts were found to embody, reinforce, create and compliment the values, norms and behaviours of a market-oriented culture. Market-oriented artefacts are thus core to a market-oriented culture and in developing a market orientation.

Research limitations/implications

The four categories of artefact, namely, stories, arrangements, rituals and language embody a market-oriented culture; these artefacts are necessary to implement market-oriented behaviours. Artefacts play a significant cultural and behavioural part in creating a market-oriented culture.

Practical implications

To be a market-oriented firm means implementing a market-oriented culture. This paper requires managers to assess the degree to which they have developed and used market-oriented artefacts in the establishment and strengthening of a market-oriented culture.


This paper addresses the limited understanding of market-oriented artefacts as an element of a market-oriented culture.



This research was possible via the President’s Research Fellowship Scholarship at the Institute of Technology Carlow.


O'Regan, C., Dwyer, T. and Mulligan, J. (2021), "An examination of artefacts in market-oriented firms", Journal of Research in Marketing and Entrepreneurship, Vol. 23 No. 1, pp. 86-102.



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