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1 – 10 of over 5000Cynthia O'Regan, Tomás Dwyer and Julie Mulligan
The purpose of this paper is to examine the nature and influence of artefacts in market-oriented firms.
Abstract
Purpose
The purpose of this paper is to examine the nature and influence of artefacts in market-oriented firms.
Design/methodology/approach
Document analysis, direct observation and 14 key informant interviews were undertaken in 6 case study of companies.
Findings
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.
Originality/value
This paper addresses the limited understanding of market-oriented artefacts as an element of a market-oriented culture.
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Malte Brettel, Andreas Engelen, Florian Heinemann and Andreas Kessell
Qualitative and recent quantitative research indicates that market orientation exerts a positive effect on the performance of new entrepreneurial firms. However, the question…
Abstract
Qualitative and recent quantitative research indicates that market orientation exerts a positive effect on the performance of new entrepreneurial firms. However, the question whether in this context organizational culture, which has been identified as an important antecedent of market‐oriented behavior in established firms, also that shows a significant influence on the level of market orientation has so far been neglected. Using a sample of 143 new entrepreneurial firms, the present analysis shows empirically that market‐oriented behavior is in fact rooted in this type of culture. Thereby, organizational culture does exert an indirect influence on the performance of new entrepreneurial firms.
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The past decade has seen a flurry of academic and practitioner interest in organizational culture. This has coincided with an increase of theoretical interest in organizational…
Abstract
The past decade has seen a flurry of academic and practitioner interest in organizational culture. This has coincided with an increase of theoretical interest in organizational marketing. However, despite some obvious linkages, there have been few studies examining the links between the two. This paper synthesises existing marketing and culture theory into conceptualisations of organizational and market‐oriented cultures. Specifically, such cultures are presented as stratified, processual and subcultural. Thereafter, the development of a market‐led culture is reviewed in terms of the ability of the subculture of marketing to dominate the wider organizational culture. A series of propositions is forwarded relating to factors which affect this interaction. Conclusions and implications for research are presented and discussed.
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Beth Ann Martin and James H. Martin
The strong link between a market orientation and performance in small organizations rests on the organization’s ability to use its market‐oriented culture to create a sustainable…
Abstract
The strong link between a market orientation and performance in small organizations rests on the organization’s ability to use its market‐oriented culture to create a sustainable competitive advantage. To do this requires the firm to build and maintain a strong market orientation. Using an internal customer‐internal supplier perspective, this paper identifies a framework for implementation that an organization can undertake to create a market‐oriented workforce. The foundation for the framework is the development of dyadic relationships between internal customers and suppliers. The implementation structure relies on a performance management system that rewards behaviors appropriate for the establishment of a market‐oriented culture.
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David C. Roach, Joel Ryman and Joshua White
This purpose of this study is to deconstruct market orientation to explore how culture interrelates with conduct and value-creating innovation and its effect on performance. The…
Abstract
Purpose
This purpose of this study is to deconstruct market orientation to explore how culture interrelates with conduct and value-creating innovation and its effect on performance. The authors suggest that market orientation is an organizational identity that can be built and managed for sustained competitive advantage.
Design/methodology/approach
The authors use a split sample of 553 Canadian small- and medium-sized enterprises (SMEs) in both the manufacturing and technical service sectors. Hierarchical moderated regression analysis is used to test the main hypothesis that culture moderates the relationship between conduct and innovation. Support for the respective hypotheses is determined by the statistical significance of each focal variable.
Findings
The study finds that culture does in fact moderate the relationship between conduct and innovation but only in service firms, not in manufacturing firms.
Research limitations/implications
Theoretical implications include establishing support for the main premise of the paper, namely, that market-oriented culture interacts with the behavioral component of market orientation influencing the firm’s ability to create value through innovation.
Practical implications
Managerial implications include the refinement of the many conceptualizations of the innovation construct by establishing innovation as value-creating. It also provides insight on how firm culture relates to the systems and processes used to operationalize both a market and innovation conduct within the firm.
Originality/value
This paper provides a unique insight into the marketing/innovation interface, specifically in the context of SMEs.
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Muhammad Iskandar Hamzah, Abdul Kadir Othman and Faridah Hassan
Considering that little is known on market orientation at the individual level, this study investigates the effects of individual market orientation on proactive service behavior…
Abstract
Purpose
Considering that little is known on market orientation at the individual level, this study investigates the effects of individual market orientation on proactive service behavior, and subsequently, sales performance among business-to-business salespeople. Based on social cognitive theory and competing values framework, this paper also examines the interaction effects of organizational culture on the link between individual market orientation and proactive service behavior.
Design/methodology/approach
The study sampled 539 business-to-business salespeople from 18 corporate banks in Kuala Lumpur by using a questionnaire survey.
Findings
The results of the study show that adhocracy culture strengthens the effects of information acquisition on proactive service behavior, while at the same time weakens the impact of coordination of strategic response on the same outcome. Meanwhile, rational culture displayed negative contingent effects of information dissemination on proactive service behavior.
Practical implications
Given its link to sales performance and proactive service behavior, banks should motivate their employees to embrace market orientation as individual competencies. This research outcome will aid managers in developing strategies and inculcating the right culture to ensure the market-oriented behaviors are internalized and transpired into positive outcomes.
Originality/value
This paper contributes to the enrichment of the existing market orientation frameworks by offering underlying mechanisms (cultural environment and proactive service behavior) through which market-oriented behaviors contribute to the sales performance of business-to-business salespeople within the financial service industry. It is also among the earliest studies that examine the influence of individual market orientation and organizational culture on proactive service behavior.
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The fields of market orientation and services marketing are still rather new domains of scientific research. It appears that they have quite a few challenging topics in common…
Abstract
The fields of market orientation and services marketing are still rather new domains of scientific research. It appears that they have quite a few challenging topics in common. This paper combines some of those topics. It focuses on the culture of market‐oriented services organisations and the leadership styles that may belong to such a culture. An open culture which is reflected in clarity in marketing goals and a strong drive to be the best (deliver superior value or quality) are the essential features of such a culture. This calls for achievement‐oriented leaders who care about people.
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Izhar Oplatka and Jane Hemsley‐Brown
The purpose of this paper is to present the major features of market orientation (MO) and its benefits for schools, suggests an inventory to measure the degree of MO in a school…
Abstract
Purpose
The purpose of this paper is to present the major features of market orientation (MO) and its benefits for schools, suggests an inventory to measure the degree of MO in a school, and provides strategies to incorporate elements of MO into the school culture.
Design/methodology/approach
An instructional, technical approach which is based on empirical literature both from business and service marketing and from the emergent research on educational marketing is taken in this article.
Findings
The paper analyzes the implications of MO for the management of school‐environment relations, and provides an inventory to measure the degree of MO in individual schools. In addition, a stage by stage approach to incorporating MO into the school culture is broadly discussed, with a focus on the principal's key role in this process.
Practical implications
The paper concludes by suggesting some implications for future research on MO in schools and other educational institutions and highlights the significance of MO for our understanding of school marketing in the era of competition and choice.
Originality/value
As MO frequently underpins the development and implementation of successful organization‐environment relationships, the current paper is a first attempt to help principals and administrators incorporate MO into their school, thereby capitalizing on the great advantages of market‐oriented organizational cultures.
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Emir Agic, Merima Cinjarevic, Emir Kurtovic and Muris Cicic
The purpose of this study is to create the taxonomy of firms based on the nature of the relationship between market-based resources and marketing capabilities. Anchored in the…
Abstract
Purpose
The purpose of this study is to create the taxonomy of firms based on the nature of the relationship between market-based resources and marketing capabilities. Anchored in the configuration theory, the present study aims to explore simultaneous roles of market-based resources, i.e. customer orientation and competitor orientation, and marketing capabilities, i.e. the execution of marketing practices and activities within a firm, on firm performance.
Design/methodology/approach
A self-administrated questionnaire was used to collect data from chief executive officers or top managers of 220 firms in Bosnia and Herzegovina, a transitional economy in South Eastern Europe.
Findings
Drawing on a configuration approach via the latent class analysis, the authors empirically derive four distinct strategic marketing patterns, namely, marketing super achievers, marketing-focused virtuosi, marketing drifters and marketing mass pushers. The findings also highlight how business performance outcomes differ as a function of a class membership.
Research limitations/implications
Cross-sectional research design and focus on a single country are main limitations of the present study. Thus, longitudinal studies in the context of developed and fast-reforming transition economies are advisable for future work.
Practical implications
This study enhances the knowledge on how a firm can configure or bundle its market-based resources and marketing capabilities to produce desired outcomes. Findings suggest that joint attention to building market-oriented culture and developing marketing capabilities seems to pay off. However, the authors found that a lack of market knowledge can be substituted by the firms’ ability to build effective promotional and branding capabilities. Thus, the present study adds to the emerging dialog on the relative importance of alternative strategic orientations in achieving superior business performance.
Originality/value
This study contributes to the strategic marketing literature by examining the synergistic effect of market-based resources and marketing capabilities on firm performance using a configurational approach. It also provides support for the equifinality proposition, suggesting that different “bundles” of market-based resources and marketing capabilities can lead to similar level of performance outcomes.
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This study aims to review three recognized culture types: bureaucracy, supportive, and innovative, then to develop a model describing how intra‐organizational conflict mediates…
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.
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