Understanding the layers of a market-oriented organisational culture

Byrne Jacqueline, Dwyer Tomás () and Doyle Declan
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Byrne Jacqueline: Institute of Technology, Carlow, Ireland
Dwyer Tomás: Institute of Technology, Carlow, Ireland
Doyle Declan: Institute of Technology, Carlow, Ireland

The Irish Journal of Management, 2018, vol. 37, issue 1, 16-30

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.

Keywords: market orientation; market-orientated; organisational culture (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:vrs:irjman:v:37:y:2018:i:1:p:16-30:n:1002

DOI: 10.2478/ijm-2018-0002

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