Gebhardt, Gary F., Gregory S. Carpenter, and John F. Sherry, Jr. (2006), “Creating a Market Orientation: A Longitudinal, Multifirm, Grounded Analysis of Cultural Transformation,” Journal of Marketing, 70 (4), 37-54.
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.
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Consumer Culture; Marketing Leadership; Marketing Organization; and Marketing Strategy
Related Marketing Courses:
Marketing Strategy; Principles of Marketing, Core Marketing, Introduction to Marketing Management;
Special thanks to Kelley Gullo, Ph.D. candidate at Duke University, for her support in working with authors on submissions to this program.
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