Building a Market-Oriented Organizational Environment: An Implementation Framwork for Small Organizations

Beth Ann Martin and James H. Martin
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Beth Ann Martin: John Carroll University
James H. Martin: John Carroll University

American Journal of Business, 2005, vol. 20, issue 2, pages 45-58

Abstract: The strong link between a market orientation and performance in small organizations rests on the organizationÕs ability to use its market-oriented culture to create a sustainable competitive advantage. To do this requires the Þrm to build and maintain a strong market orientation. Using an internal customer-internal supplier perspective, this paper identiÞes a framework for implementation that an organization can undertake to create a market-oriented workforce. The foundation for the framework is the development of dyadic relationships between internal customers and suppliers. The implementation structure relies on a performance management system that rewards behaviors appropriate for the establishment of a market-oriented culture.

Keywords: Marketing; organizational behavior; market-oriented workforce; performance management (search for similar items in EconPapers)
JEL-codes: R00 Z0 (search for similar items in EconPapers)

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