Reframing market-orientation: A comparative study of the market orientation concept in the subcultures of university employees

Chandler, Nick; Heidrich, Balázs; Szászvári, Karina; Kása, Richárd

doi:10.1556/204.2021.00011

Cited by 5 publications

(4 citation statements)

References 55 publications

(42 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The important role of OC in the enhancement of I4.0 capabilities and MO is also evident from the present study findings (H1 and H2). The prior study supports our findings that OC has a meaningful impact on I4.0 capabilities (Jabbour et al ., 2018), while other studies revealed that culture is crucial for MO (Chandler et al ., 2021; McClure, 2010). Adopting arguments based on marketing research, we hypothesized that firms with supportive cultures would be better positioned to implement MO as they are fostering a market-oriented mindset.…”

Section: Resultsmentioning

confidence: 95%

“…In addition, prior research has found that hierarchical cultures were negatively associated with MO, while market cultures and adhocracy cultures were positively linked with MO. Chandler et al (2021) conclude that each culture type has a potential link to aspects of the MO concept. For example, the clan's focus on cohesiveness and collaboration seems to indicate a prevalence toward the inter-functional aspect of MO.…”

Section: Hypotheses Developmentmentioning

confidence: 81%

“…Jabbour et al (2018) identify the role of OC when introducing I4.0 and desiring organizational SF. Thus, OC as an influencing factor impact I4.0 capabilities and MO (Chandler et al, 2021;M€ uller et al, 2021) that consequently lead to SF (Azeem et al, 2021). The growing implementation of I4.0 and MO practices of business have necessitated a transformation across the business network level leading to changes in OC and firms' flexibility.…”

Section: Expanding Strategic Flexibilitymentioning

confidence: 99%

See 2 more Smart Citations

Expanding strategic flexibility through organizational culture, industry 4.0 and market orientation

Kafetzopoulos

Katou

2023

IJPPM

View full text Add to dashboard Cite

PurposeThe purpose of this study is to build a theory on management investigating the relationship between organizational culture and strategic flexibility in firms, and how this relationship is affected through industry 4.0 capabilities and the market orientation of firms.Design/methodology/approachAs a methodological approach, this paper uses a rich combination of literature review and exploratory interviews with managers and academics. Data were collected from 379 industrial managers; confirmatory factor analysis (CFA) and finally structural equation modeling (SEM) were performed to validate the data and examine the hypothesized relationships.FindingsThe results show that organizational culture drives firms to strategic flexibility, but the introduction of industry 4.0 capabilities and market orientation fully mediate this relationship, revealing their significance to strategic flexibility.Research limitations/implicationsAll the respondents of the study's dataset were from Greek firms; the role of national culture should be considered. Moreover, the comprehension of I4.0 is a quite recent concept that is still being formulated, this feature may modify the results of future studies.Practical implicationsManagers should allocate resources for the concurrent adoption of digital technologies capabilities and suitable market-oriented strategies in order for them to be key drivers for enhanced strategic flexibility.Originality/valueThe current state of knowledge of both theory and practise for critical organizational factors such as organizational culture, strategic flexibility, industry 4.0 capabilities and market orientation will be extended.

show abstract

Section: Resultsmentioning

confidence: 95%

Section: Hypotheses Developmentmentioning

confidence: 81%

Section: Expanding Strategic Flexibilitymentioning

confidence: 99%

See 1 more Smart Citation

Expanding strategic flexibility through organizational culture, industry 4.0 and market orientation

Kafetzopoulos

Katou

2023

IJPPM

View full text Add to dashboard Cite

show abstract

“…To ensure representativeness, the proportion of respondents was set according to the proportion of eligible groups in the population. Thus, the university environment represents different subcultures and values ( Chandler et al, 2021 ). Nevertheless, it is at the forefront of e-service provision ( Kim-Soon et al, 2014 ).…”

Section: Methodsmentioning

confidence: 99%

Drivers of post-adoption of e-wallet among academics in Palestine: An extension of the expectation confirmation model

et al. 2022

View full text Add to dashboard Cite

E-wallet is one of the latest innovations in the field of payments. However, despite numerous studies on the adoption of e-finance systems, the post-adoption phase is largely neglected. In this paper, we use the extended Expectation Confirmation Model (ECM) to address this gap by focusing on the study of consumers’ continuous intentions regarding the use of an e-wallet service. We conducted an electronic questionnaire-based survey among 503 e-wallet users in Palestine. Using structural equation modeling to analyze the conceptual model of the study, our results confirm that satisfaction, trust, and perceived usefulness have a significant impact on consumers’ continuous intention regarding e-wallet. In addition, the study found that perceived security has an insignificant impact on consumer satisfaction. The study has several implications: E-wallet providers should improve their services in terms of performance, privacy, and security to ensure customer loyalty in this competitive industry.

show abstract

Examining organisational subcultures: Machinery of Government mergers and emerging organisational microcultures

Kiaos¹

2023

Aust J Public Adm

View full text Add to dashboard Cite

Machinery of Government restructures—transformations that create or abolish departments or move functions between agencies—often result in the misalignment of cultures and subcultures that impact business operations and customer service levels. An understanding of how subcultures are impacted during restructures is vital as they can reveal diffused microcultural boundaries that reflect highly problematic cultural tensions. This study provides rare ethnographic insights into how Machinery of Government restructures destabilise the delivery of optimal customer service by disrupting Business as Usual operations. Based on 74 interviews and ethnographic methods, the integrationist ‘DNA’ culture, subcultures, and emerging microcultures within Service NSW, a public sector agency in New South Wales (Australia), were examined during and after its merger with the Department of Customer Service. Microcultures were shown to function in a way that preserved Business as Usual activities and responsibilities to secure task independence, highlighting the importance of developing a conceptual framework for the detection and resolution of cultural resistance. Scholars and practitioners may adopt the framework used in this study to determine how, when, and where cultural resistance is likely to emerge.Points for practitioners This study critically analyses the ‘DNA’ culture of a service delivery agency in New South Wales during and after its merger with the Department of Customer Service. Service NSW's ‘DNA’ integrationist culture, the broader subculture of its ‘Support Office’, and various microcultures were detected. Microcultures were shown to preserve Business as Usual activities and secure task independence as reflected in backstage sites of enactment. The degree of intra‐ and interpersonal tensions experienced by Service NSW employees was opaque to senior leaders responsible for the restructure. Leaders and practitioners responsible for mergers should fully understand the changing nature of employee language and behaviour. It is advisable they act on the assumption that employees are experiencing tensions resulting from the organisation's disturbed social reality. Scholars and practitioners may adopt the conceptual framework and this case study's methodological approach to analyse a public service agency's various cultures, before, during, and after Machinery of Government (MoG) mergers or restructures, to pre‐empt, identify, and reduce cultural tensions, and should consider the feasibility of appointing a Workplace Change Committee. Workplace Change Committee Members act like first responders across impacted departments and divisions within subcultures. Workplace Change Committee Members manage emerging issues, specifically cultural disparities to ensure both the intra‐ and interpersonal safety of employees impacted by MoG mergers.

show abstract

Reframing market-orientation: A comparative study of the market orientation concept in the subcultures of university employees

Cited by 5 publications

References 55 publications

Expanding strategic flexibility through organizational culture, industry 4.0 and market orientation

Expanding strategic flexibility through organizational culture, industry 4.0 and market orientation

Drivers of post-adoption of e-wallet among academics in Palestine: An extension of the expectation confirmation model

Examining organisational subcultures: Machinery of Government mergers and emerging organisational microcultures

Contact Info

Product

Resources

About