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Organisations with market-oriented cultures outperform other organisations. Thus, the creation of such a culture is paramount. This paper details how distinct layers of an organisation’s culture can in combination influence market-oriented behaviours. The importance of organisational culture in the successful implementation of a market orientation strategy has been recognised. However, an awareness of how the layers of organisational culture, such as values, norms and artefacts, can contribute to market-oriented behaviour is still under research. The layers of organisational culture were thus investigated in three mixed-method case studies of Irish companies utilising a questionnaire survey, interviews and observations. The core conclusion of the study is that the combined synergistic effect of the particular unique organisational cultural layers in a company encourages market-oriented behaviours. This research adds necessary details for managers who seek to develop and create a market-oriented culture to improve company performance.

Purpose The purpose of this paper is to examine the nature and influence of artefacts in market-oriented firms. Design/methodology/approach Document analysis, direct observation and 14 key informant interviews were undertaken in 6 case study of companies. Findings The research investigated the nature and influence of four categories of artefacts in market-oriented firms, specifically, stories, arrangements, rituals and language. The four categories of artefacts were found to embody, reinforce, create and compliment the values, norms and behaviours of a market-oriented culture. Market-oriented artefacts are thus core to a market-oriented culture and in developing a market orientation. Research limitations/implications The four categories of artefact, namely, stories, arrangements, rituals and language embody a market-oriented culture; these artefacts are necessary to implement market-oriented behaviours. Artefacts play a significant cultural and behavioural part in creating a market-oriented culture. Practical implications To be a market-oriented firm means implementing a market-oriented culture. This paper requires managers to assess the degree to which they have developed and used market-oriented artefacts in the establishment and strengthening of a market-oriented culture. Originality/value This paper addresses the limited understanding of market-oriented artefacts as an element of a market-oriented culture.

This study investigates tourist attitudes to local food on destination choice, travel motivation, satisfaction and perceived object-related and existential authenticity. Additionally, the mediating effects of authenticity on these relationships is also examined. A quantitative survey (n = 368) by questionnaire was conducted. Data was analysed using factor analysis and Structural Equation Modelling (SEM) to show that tourist attitudes to local food influence destination choice, satisfaction and perceptions of object-related and existential authenticity. Furthermore, it was found that existential authenticity, rather than object-related authenticity had a greater impact on the relationships between tourist attitudes to local food and destination choice, travel motivation and satisfaction. A clear and influential relationship between tourists’ attitudes to local food and travel behaviour was found. Tourists want an existential authentic local food experience where they can be actively involved. Destinations should emphasise unique regional specialities and highlight the experiential value of local food.

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