In building an MO culture, an important first step is to assess the firm’s existing organizational culture profile (e.g., Goodman, Zammuto, & Gifford, 2001). Organization theory researchers have developed competing values theory-based organizational culture assessment tools that can provide managers with an easily accessible mechanism for accomplishing this (Cameron & Quinn, 1999). The profile of the firm’s existing culture and the profile of the ideal culture for MO from our study can then be plotted on a “spider’s web” graphical representation (e.g., Hooijberg & Petrock, 1993). This aids the comparison of the firm’s existing cultural profile with the ideal MO profile, enabling managers to easily diagnose the areas, direction, and magnitude MO culture profile “gaps” in their firm (Cameron, 1997). Specific gap-closing plans and tactics for gaps on each of the four cultural orientations can then be identified as part of the development of a change management program designed to create an MO culture profile (e.g., Chang & Wiebe, 1996). Cameron and Quinn’s (1999) workbook provides managers with an excellent operational resource for planning and undertaking such gap-closing organizational culture change initiatives.
The authors gratefully acknowledge insightful comments and suggestions in the development of this manuscript from G. Tomas Hult, Christine Moorman, William D. Perreault, and Lopo Rego.
Morgan, N. and Vorhies, D. (2018), "The Business Performance Outcomes of Market Orientation Culture and Behaviors", Innovation and Strategy (Review of Marketing Research, Vol. 15), Emerald Publishing Limited, pp. 255-282. https://doi.org/10.1108/S1548-643520180000015012Download as .RIS
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