Creating a market orientation: A longitudinal, multifirm, grounded analysis of cultural transformation

Gary F. Gebhardt*, Gregory S. Carpenter, John F. Sherry

*Corresponding author for this work

Research output: Contribution to journalArticle

245 Scopus citations

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.

Original languageEnglish (US)
Pages (from-to)37-55
Number of pages19
JournalJournal of marketing
Volume70
Issue number4
DOIs
StatePublished - Oct 1 2006

ASJC Scopus subject areas

  • Business and International Management
  • Marketing

Fingerprint Dive into the research topics of 'Creating a market orientation: A longitudinal, multifirm, grounded analysis of cultural transformation'. Together they form a unique fingerprint.

  • Cite this