Creating a Market Orientation: A Longitudinal, Multifirm, Grounded Analysis of Cultural Transformation

Abstract

Market orientation is a foundation of marketing and is increasingly important in other fields, such as strategic management. Research in marketing has identified the characteristics of market-oriented organizations. However, how organizations change to become more market oriented has received less attention. In this article, the authors conduct an in-depth, longitudinal, multifirm investigation of firms that have successfully created a market orientation. Grounded by this in-depth understanding, they develop a theoretical model to explain how firms create a market orientation. The model identifies four path-dependent stages of change. In contrast to current conceptualizations, the authors find that creating a market orientation requires dramatic changes to an organization's culture and the creation of organizationally shared market understandings. The findings offer new insights into how organizations develop a greater market orientation, organizational change, and the nature of market orientation, including the role of intraorganizational power and organizational learning in creating and sustaining a market orientation.

Cite this

Gary F. Gebhardt, Gregory S. Carpenter, John F. Sherry (2006). Creating a Market Orientation: A Longitudinal, Multifirm, Grounded Analysis of Cultural Transformation. Journal of Marketing. https://doi.org/10.1509/jmkg.70.4.037

@article{f2006creating,
  title  = {Creating a Market Orientation: A Longitudinal, Multifirm, Grounded Analysis of Cultural Transformation},
  author = {Gebhardt, Gary F. and Carpenter, Gregory S. and Sherry, John F.},
  year   = {2006},
  journal = {Journal of Marketing},
  doi    = {10.1509/jmkg.70.4.037}
}

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