Document Type

Article

Publication Date

9-2007

Publication Title

Journal of Strategic Marketing

Volume

15

Issue

4

First Page

307

Keywords

internal stakeholders, market orientation strategy

Last Page

325

Abstract

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 (4) the need to confirm program value through feedback solicited from other stakeholders.

DOI

10.1080/09652540701320944

Comments

This is an Accepted Manuscript of an article published by Taylor & Francis in Journal of Strategic Marketing, available online:
http://www.tandfonline.com/10.1080/09652540701320944

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