The influence of organizational market orientation on individual-level market-oriented cognitions

Celuch, Kevin; Kasouf, Chickery J.; Strieter, Jeffrey C.

doi:10.1002/1520-6793(200011)17:11<935::aid-mar2>3.0.co;2-o

Cited by 25 publications

(20 citation statements)

References 45 publications

(62 reference statements)

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“…In general, it has been observed that more attention needs to be paid to the mechanisms by which market orientation contributes to improved firm performance (Guo, 2002;Singh & Ranchod, 2004). Support for examining market orientation at the employee level is provided by a study conducted by Celuch, Kasouf and Strieter (2000). They note that greater understanding of the psychological processes that affect broader use of market information in the decision making process is needed, and recommended additional examination of market orientation at the employee level.…”

Section: Introductionmentioning

confidence: 99%

Does having a market orientation lead to higher levels of relationship commitment and business performance? Evidence from the Korean robotics industry

Taylor¹,

Kim²,

Ko³

et al. 2008

Industrial Marketing Management

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Section: Introductionmentioning

confidence: 99%

Does having a market orientation lead to higher levels of relationship commitment and business performance? Evidence from the Korean robotics industry

Taylor¹,

Kim²,

Ko³

et al. 2008

Industrial Marketing Management

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“…That is, when decision makers perceive market-oriented factors as decisive for the success of their business, they engage in market-oriented activity. Therefore, we consider the link between the organizational construct of market orientation and individual-level market-oriented cognitions, similar to recent contributions regarding individual-level market orientations (Celuch et al, 2000;Schlosser and McNaughton, 2007), the role of national culture in affecting the link between organizational factors and market orientation (Kirca and Hult, in press), and the global adoption of the marketing concept (Nakata, 2000). We also consider recent work in institutional theory that deals with environmental pressures and their appearance in managers' mental models (Daniels et al, 2002).…”

mentioning

confidence: 99%

Market orientation in the mental models of decision makers: two cross‐border value chains

Grunert

Trondsen

Campos

et al. 2010

International Marketing Review

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International Marketing Reviewin two cross-border value chains also appear in the mental models of decision makers at two levels of these value chains.Design: The laddering method elicits mental models of actors in two value chains: Norwegian salmon exported to Japan and Danish pork exported to Japan. The analysis of the mental models centers on potential overlap and linkages between actors in the value chain, including elements in the mental models that may relate to the actors' market orientation. Originality: This article offers three novel ideas: using the concept of mental models as a possible mediator between factors that influence the degree of market orientation and marketoriented activity; using a laddering method to elicit mental models; and considering concepts shared among actors in a value chain as possible indicators of the degree of market orientation. Market orientation, commonly defined as the generation of market intelligence, its dissemination within the business organization, and its use to direct business activities (Kohli and Jaworski, 1990), can drive superior company performance in various contexts and industries (Cano et al., 2004), including exporting manufacturers (Cadogan et al., 2003;Racela et al., 2007). Research on market orientation also investigates external factors that may influence the degree of marketoriented activities undertaken by an organization, including competitive pressures, market growth, and the heterogeneity of customers served (e.g., Avlonitis and Gounaris, 1999;Cadogan et al., 2003;Grunert et al., 2005;Jaworski and Kohli, 1993;Slater and Narver, 1994). But what is the mechanism by which such factors work? They must influence managerial decision making that selects market-oriented activities as salient courses of action.Mental models might provide a means to analyze the extent to which manager's view customer-related or environmental factors as determinants of competitive advantage (Day and Nedungadi, 1994). This research extends such reasoning to external factors that may affect the degree of market orientation through their impact on decision makers. That is, when decision makers perceive market-oriented factors as decisive for the success of their business, they engage in market-oriented activity. Therefore, we consider the link between the organizational construct of market orientation and individual-level market-oriented cognitions, similar to recent contributions regarding individual-level market orientations (Celuch et al., 2000;Schlosser and McNaughton, 2007), the role of national culture in affecting the link between organizational factors and market orientation (Kirca and Hult, in press), and the global adoption of the marketing concept (Nakata, 2000). We also consider recent work in institutional theory that deals with environmental pressures and their appearance in managers' mental models (Daniels et al., 2002). 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 ...

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“…Organisations with a market-oriented strategy influence the behaviours and attitudes of internal stakeholders, such as employees (Celuch et al, 2000; Langerak, 2001). Internal stakeholders also influence the market orientation of an organisation (Harris and Ogbonna, 2001;Harris and Piercy, 1999; Hurley, 2002; Kennedy et al, 2002;Noble and Mokwa, 1999).…”

Section: Internal Stakeholders In a Market Orientation Strategymentioning

confidence: 99%

Internal Stakeholder Views of a Market Orientation Strategy: Implications for Implementation

Schlosser

McNaughton

2007

SSRN Journal

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The market orientation literature focuses upon external stakeholders as the content or target of a market orientation strategy. This is problematic for understanding the successful implementation of a market orientation strategy because internal stakeholders provide the link between strategy-makers and external stakeholder targets. Anchored in market orientation, dynamic capabilities, and stakeholder research, the study describes how internal stakeholders in a market orientation process can impede or encourage the achievement of market-oriented objectives by a market-oriented company. Focus groups were conducted with both management and non-management employees of a large market-oriented financial services organisation that recently introduced a market-oriented agency call program. The extent to which the company is market-oriented was determined through preliminary interviews with senior executives and distributor/customers. Results highlight 1) program antecedents related to employee disposition and control, 2) potentially competing program objectives (relationship and knowledge acquisition), 3) issues of role conflict, time constraints, and 3) the need to confirm program value through feedback solicited from other stakeholders.Key Words: Market Orientation, Internal Stakeholder, Stakeholder, Employee Attitudes, Strategy, Services Marketing 3 Introduction A successful market-oriented strategy requires the input of multiple stakeholders both internal and external to the organisation. This strategy involves the acquisition and dissemination of information and coordination of strategic response (Kohli and Jaworski, 1990) and is linked to many key organisational performance indicators (e.g., Narver and Slater, 1990). Market orientation has garnered much attention from researchers because it clearly contributes to a firm's competitive advantage, through its demonstrated relationships with financial performance (e.g., Greenley, 1995;Slater and Narver, 1994) and innovation (e.g., Atuahene-Gima, 1996;Han et al., 1998). Parties with a stake in this strategy include 1) internal stakeholders, such as executives who set the strategy and employees who implement it, and 2) external stakeholders, such as businesses who partner in strategic delivery and customers who are targeted by a market orientation strategy.Although it is important for companies to consider all stakeholders involved in the marketing strategy process (Greenley and Foxall, 1998), the market orientation literature continues to focus upon external stakeholders. This external focus has limited multiple stakeholder approaches to an appreciation of customer and competitor targets in a market orientation strategy. For example, despite concerns that competitor and customer orientations may not always be compatible (Deshpande et al., 1993), Day and Wensley (1988) suggested that a firm can become myopic if it concentrates only on adaptive/reactive customer-oriented strategies.Seminal measures of the market orientation construct include questions regarding the fre...

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The influence of organizational market orientation on individual-level market-oriented cognitions

Cited by 25 publications

References 45 publications

Does having a market orientation lead to higher levels of relationship commitment and business performance? Evidence from the Korean robotics industry

Does having a market orientation lead to higher levels of relationship commitment and business performance? Evidence from the Korean robotics industry

Market orientation in the mental models of decision makers: two cross‐border value chains

Internal Stakeholder Views of a Market Orientation Strategy: Implications for Implementation

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