Article2012

Market orientation in a developing economy public institution

Mohammed Abdulai Mahmoud · Robert Ebo Hinson

15 citations0/0 files storedInternational Journal of Public Sector Management

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Public Policy and Administration Research Innovation and Knowledge Management Public Administration in Developing Nations

Abstract

Purpose The aim of this study is to generate insights into whether market orientation – as defined by Kohli and Jaworski – is being practiced in the Ghanaian public sector. Design/methodology/approach Based on a case‐study of a local government, the Accra Metropolitan Assembly (the Assembly), semi‐structured interviews were conducted with departmental heads and their assistants to collect data. A total of 14 key informants participated in the interviews, and this sample size compared favourably with prior qualitative studies. Findings The assembly collects intelligence on citizens' present needs, their earning potential and the political and technological environment, ignoring citizens' satisfaction with development projects. Meetings are regularly held by the various units in the Assembly to share and discuss the generated intelligence, yet one can see little consideration of citizens' needs and their satisfaction with projects in these discussions. Research limitations/implications Further research into local governments across multiple regions in Ghana, or from a range of countries within Sub‐Saharan Africa, could provide an opportunity for greater generalisability of the results. Practical implications Local authorities must develop formal procedures for monitoring citizens' satisfaction with services, programmes and development projects. There is need to harness the intelligence inherent among staff with the use of focused communication or knowledge management strategies. Originality/value Recent efforts to extend market orientation application to the public sector have over‐concentrated on western countries. Based upon empirical evidence from a non‐western (Ghanaian) context, this study further assuages fears that market orientation may not be applicable to public institutions like local government.

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2009Building theories from case study research 1991A PUBLIC MANAGEMENT FOR ALL SEASONS?1990The Effect of a Market Orientation on Business Profitability 1990Market Orientation: The Construct, Research Propositions, and Managerial Implications 1990The Effect of a Market Orientation on Business Profitability 1990Market Orientation: The Construct, Research Propositions, and Managerial Implications 1998Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination 2005New Public Management Is Dead--Long Live Digital-Era Governance

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2019Market orientation: a key to survival and competitive advantage in Ghana’s private universities

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