Understanding the layers of a market-oriented organisational culture

Abstract

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.

An examination of artefacts in market-oriented firms

“…However, a deeper understanding of artefacts is required (Homburg and Pflesser, 2000; Farrell, 2005; Byrne et al , 2019; Tiernan et al , 2019). The focus on and detail of artefacts as an entity within a market-oriented culture is limited and includes inconsistencies (Farrell, 2005).…”

“…Norms can be defined as expectations about behaviour that are shared by a social group and relate directly to market-oriented values (Homburg and Pflesser, 2000; Gebhardt et al , 2006; Byrne et al , 2019). Artefacts are recognised in the literature as being a crucial element of culture (Taras et al , 2009) possessing strong symbolic meaning (Hatch, 1993; Homburg and Pflesser, 2000; Farrell, 2005; Schein, 2010).…”

“…The values, norms and artefacts of a market-oriented culture have been found to drive market-oriented behaviours in an organisation (Sheppard, 2011; Byrne et al , 2019). Homburg and Pflesser (2000) advocate a hierarchical model of market-oriented culture; values demonstrated by norms and observed through artefacts lead to market-oriented behaviours.…”

Reframing market-orientation: A comparative study of the market orientation concept in the subcultures of university employees

“…Perceptions and values of employees regarding what constitutes a marketing orientation have been found to correspond to performance of employees in HEIs (Webster -Hammond 2018). However, the expectation of a single uniform perception of what is meant by market orientation in this context seems unlikely (Akonkwa 2009;Byrne et al 2019), especially given the potential emergence of subcultures in large complex organisations such as HEIs (Gregory 1983). Despite this, heterogenous subcultures have the potential to deepen and develop our understanding of the concept of market orientation in the HE context (Tummons 2020).…”

Industry Factors and Adoption of Market Orientation Practices in Nigerian Small Business Enterprises

“…Hence ISME firms have to consistently 'act market-oriented to keep up competitive advantage' as suggested by Kumar et al (2011). In their study, Byrne, Dwyer and Doyle (2018) looked at organizational cultural layers in the implementation of MO amongst Irish firms. They concluded that 'organizational cultural values (r=0.74), norms (r=0.75 and artifacts were found to influence marketoriented behaviours' (p.26).Appiah-Adu (1998) and Osuagwu and Obaji (2009) identified some linkages in the relationship between MO and performance in the manufacturing sector of the developing economies of Ghana and Nigeria respectively.…”