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The marketing literature indicates that a firm’s organizational culture plays a critical role in determining its market orientation (MO) and thereby the firm’s ability to successfully adapt to its environment to achieve superior business performance. However, our understanding of the organizational culture of market-oriented firms and its relationship with business performance remains limited in a number of important ways. Drawing on the behavioral theory of the firm and the competing values theory perspective on organizational culture, our empirical study addresses important knowledge gaps concerning the relationship between firm MO culture, MO behaviors, innovation, customer satisfaction, and business performance.

We used a survey methodology with Clan Cultural Orientation, Adhocracy Cultural Orientation, Market Cultural Orientation, and Hierarchy Cultural Orientation Clan. Market Orientation Behaviors, Innovation, and Customer Satisfaction and CFROA _t (Net Operating Income + Depreciation and Amortization – Disposal of Assets)/Total Assets.

The overall fit of the first Confirmatory Factor Analysis (CFA) containing the three MO behavior sub-scales, the four organizational culture scales, and the innovation and satisfaction performance measures was good with a χ ² = 760.89, 524 df, p < 0.001; CFI = 0.916 and RMSEA = 0.055. The overall fit of the second CFA containing the business strategy, bureaucracy, and customer expectations control variables was also good with a χ ² = 243.26, 156 df, p < 0.001; CFI = 0.937 and RMSEA = 0.061. We also subsequently ran a third CFA in which the MO behavior construct was modeled as a second-order factor comprising the three first-order sub-scales (generation of market intelligence, dissemination of market intelligence, and responsiveness to market intelligence) each of which in turn arose from the relevant survey indicants. This measurement model also fit well with the data with a χ ² = 84.06, 63 df, p < 0.039; CFI = 0.955 and RMSEA = 0.047. Regressions using seemingly unrelated regressions (SUR) with control variables and with R ² values ranging from 0.28 to 0.54.

MO culture has an important direct effect on firms’ financial performance as well as an indirect effect via MO behaviors and innovations. Importantly, our findings suggest that MO culture facilitates value-creating behaviors above and beyond those identified in the marketing literature as MO behaviors. In contrast to a series of studies by Deshpandé and colleagues (1993, 1999, 2000, 2004), our empirical results suggest the value of the internally oriented Clan and to a lesser degree Hierarchy cultural orientations as well as the more externally oriented Adhocracy and Market cultural orientations. The benchmark ideal MO culture profile we identify is consistent with organization theory conceptualizations of strong balanced organizational cultures in which each of the four competing values orientations is simultaneously exhibited to a significant degree (e.g., Cameron & Freeman, 1991). Our findings indicate that the organizational culture domain of MO appears to be at least as important (if not more so) in explaining firm performance and suggest that researchers need to re-visit the conceptualization, and perhaps more importantly the operationalization, of MO as a central construct in strategic marketing thought.

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.

Twin to Twin Transfusion Syndrome (TTTS) is a well understood, yet under-recognized, placental disease affecting any given pregnancy at a rate of 1 in 1,000. There is no clustering of TTTS; instead the threat remains pathologically distinctive due to its pervasiveness. However, while incidence rates are random, survival rates are not. Despite compliant acceptance of “routine prenatal care,” sadly, there are many women who for currently unknown reasons are not receiving the advanced prenatal care needed to appropriately screen for, diagnosis and treat TTTS. And these women are paying the ultimate price for such obstetrical oversight.

This study hypothesizes that differential care being given by primary obstetricians of TTTS patients is resulting in experienced inequalities. Utilizing social reproduction theory, and through ethnographic and quantitative analyses of primary data, this study seeks to divulge the complex social processes taking place (or failing to take place) within the world of American obstetrics, and begin to understand how they are affecting TTTS mortality and morbidity rates.

Findings illuminate a profound imbalance of power and influence amongst the following entities: American Congress of Obstetricians and Gynecologists and Society of Maternal Fetal Medicine; obstetrical training and practice; and levels of patient awareness and advocacy.

This study argues that the current social relations being reproduced by these entities are perpetuating a climate that allows for disregard of proper TTTS management. Specifically, this study theoretically explores what social relations and subsequent (in)actions are being reproduced prior to TTTS diagnoses, and applies the effects of those observations.

Analysis of Philippine society has largely turned on the collectivist/individualist binary. Taking off from this dualism and from the notion and practice of siblingship (Aguilar, 2013). This chapter looks at two contemporary Filipino family films – Kung Ayaw Mo, Huwag Mo! (If You Don’t Want, So Be It) and Four Sisters and a Wedding. These films articulate and resolve the tensions, ambivalences, and conflicts between self and family, autonomy and dependence, and individualism and collectivism. This chapter also shows how the collectivism–individualism binary has broader political resonance, touches on the relationship between family and democracy, and proposes the family as a complementary point from which to theorize democracy in the Philippines.

This chapter presents an analysis of data gathered from Israeli primary and secondary schoolteachers that tested the degree of market orientation in the Israeli State Education System, the largest system in Israel that is based on grade configuration of primary education (1–6) and secondary education (7–12). It was found that the Israeli teachers are more positive about student orientation (SO) than about competitor orientation and interfunctional coordination, i.e., they are more likely to be positive toward the elements of SO that are emotion embedded and represent teachers’ concern toward and relations with their students. They can identify with elements of SO that represent teachers’ strong emotional commitment toward students, which in turn leads them to change their teaching methods, be attentive and responsive to parents’ interest in the learning of the child, and improve their own teaching. In doing so, the teachers are engaged unconsciously with relationship marketing that might promote their school's market share and image.

Purpose – The chapter explores the newly launched Teacher Certification Examinations (TCEs) in one of the post-Soviet countries, Georgia, and describes the experiences and perceptions of Georgian teachers going through the process of teacher certification. The qualitative study develops an in-depth understanding of the perceived strength and weaknesses of TCE in Georgia.Methodology – This case study was carried out in the spring of 2012 in 17 Georgian schools. School teachers and school principals from public and private schools were interviewed. A convenience sampling technique was used to recruit all participants. In addition to data obtained from research participants, various policy documents, laws on general education, minister's decrees, and statistical databases are analyzed and incorporated into the study.Findings – The data analyses showed that while the certification policy, in some way, increased teachers’ social status and prestige in the society, it failed to meet teachers’ expectations regarding remuneration policy and professional development opportunities. The TCE, without an adequate compensation policy as well as other types of incentives to increase teacher motivation, creates only a technical threshold for teachers to obtain a teacher certificate to secure jobs, rather than being a catalyst for a genuine professional development opportunity.Value – The study is the first attempt to empirically examine the teacher certification process in Georgia, thus it fills a knowledge gap that exists in the field. The Georgian TCE is the first TCE in south Caucasus; thus, the study of the implementation and outcomes of the Georgian reform provides a unique opportunity for the region and for the rest of the developing world to learn from the successes and failures of the reform process.

A common weakness of most growth models is the assumption that growth is a desired objective for entrepreneurs (see, e.g. Bird, 1989). However, not all entrepreneurial firms seek growth as their primary objective (Covin, Slevin, & Covin, 1990; Porter, 1996), and further there is no reason to expect that all entrepreneurs want their businesses to grow in similar ways (Liao & Welsch, 2003). Thus, in many cases researchers have separated growth orientation from actual growth. In previous studies growth orientation has been defined as precondition to growth (see, e.g. Autio et al., 2000). Growth orientation is an attitudinal concept based on subjective evaluation (Nummela, Puumalainen, & Saarenketo, 2005) and is considered to be particularly important for international growth (Yli-Renko et al., 2002). IGO is thought to be a useful construct for differentiating companies according to their motivation to seek growth in international markets, and also for identifying the factors behind the chosen growth strategies (Nummela et al., 2005).

The Appreciative Inquiry (AI) Summit methodology is a powerful organizational development tool for unleashing the generative capacity of human systems. When an AI Summit is executed seamlessly, the design and planning appears almost effortless. As we have learned, however, there are many nuances to this powerful tool and attention to detail is vital to delivering a successful Summit. This chapter offers a practical guide to designing and implementing an AI Summit in any organization. The chapter addresses many of the pragmatic issues that emerge when designing a summit and offers insight on how to best prepare an organization for what needs to happen during pre-summit preparations to ensure a strong focus on desired outcomes and advancing post-summit momentum.

Our primary objective is to provide method-related broad guidelines to researchers on the entire spectrum of issues involved in cause mapping and to encourage researchers to use causal mapping techniques in strategy research. We challenge strategists to open the black box and investigate the mental models that depict the cause and effect beliefs of managers, “walk” readers through the causal mapping process by discussing the “nuts and bolts” of cause mapping, provide an illustration, and outline “key issues to consider.” We conclude with a discussion of some promising research directions.