Document Type

Article

Publication Date

5-2007

Publication Title

Journal of Business Research

Volume

60

Issue

5

First Page

438

Last Page

446

DOI

10.1016/j.jbusres.2006.11.008

Keywords

market orientation strategy, market-oriented performance, employees

Abstract

Although often assessed at an organizational level, a market-oriented culture is supported by the attitudes and actions of the organization's employees. A firm cannot develop a market orientation strategy without each employee's active understanding, willingness, and ability to perform in a market-oriented fashion. Therefore, individual employees must experience a responsibility to gather and assess the value of market information, and a willingness to share it with other employees. We surveyed a cross-section of employees at many levels and roles in different North American financial services organizations. This research identified important individual-level antecedents that organizations must account for when attempting to stimulate company-wide market-oriented behaviors. These include the fostering of high-quality and matched psychological contracts, modeling of learning strategies by agile learners, and increased opportunities and time to develop personal ties between customers and employees in diverse roles within the firm.

Creative Commons License

Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.

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