Understanding the layers of a market-oriented organisational culture
, and | Jan 31, 2019
About this article
Article Category: Research Article
Published Online: Jan 31, 2019
Page range: 16 - 30
DOI: https://doi.org/10.2478/ijm-2018-0002
Keywords
© 2018 Jacqueline Byrne et al., published by Sciendo
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 3.0 License.
Research questionnaire
| Data collected | Source |
|---|---|
| Demographic data | Relevant data were sought to identify the company and job title of the respondent |
| Values scale | Adapted from |
| Norms scale | Adapted from |
| Artefacts scale | Adapted from |
| Market-oriented behaviours | Adapted from |
Statements describing market-oriented behaviours
| Market-oriented behaviours | Mean | SD | |
|---|---|---|---|
| Market-oriented Values scale | We meet with customers at least once a year to find out what products or services they will need in the future | 3.92 | 0.84 |
| We are slow to detect changes in our customers’ product preferences* | 2.14 | 0.82 | |
| We survey customers at least once a year to assess the quality of our products and services | 3.66 | 0.98 | |
| We are slow to detect fundamental shifts in our industry (e.g. competition, technology and regulation)* | 1.81 | 0.84 | |
| We have meetings across departments and areas at regular intervals to discuss market trends and developments | 3.80 | 1.04 | |
| Time is spent discussing customers’ future needs across departments or areas | 3.84 | 1.00 | |
| When something important happens to a major customer or market, the whole company knows about it within a short period of time | 3.71 | 1.06 | |
| Data on customer satisfaction are distributed to all levels within departments or areas on a regular basis | 3.53 | 1.06 | |
| We regularly review our product or service development efforts to ensure that they are in line with what customers want | 4.01 | 0.82 | |
| Several departments or areas get together regularly to plan a response to changes taking place in our business environment | 3.93 | 0.93 | |
| The activities of different departments or areas in this company are well coordinated | 3.92 | 0.97 | |
| When we find that customers would like us to modify a product or service, the departments or areas involved make a determined effort to do so | 4.12 | 0.85 | |
Statements describing values associated with a market orientation
| Values associated with a market orientation | Mean | SD | |
|---|---|---|---|
| Market-oriented Values scale | We place great values on performance-oriented employees | 4.0 | 0.85 |
| We are open towards innovation (e.g. related to products or processes) and creativity | 4.37 | 0.76 | |
| Open proactive communication across departments and areas is valued | 4.15 | 1.02 | |
| Information exchange across departments and areas is valued | 4.23 | 0.86 | |
| High-quality and error-free work is valued | 4.32 | 0.81 | |
| Every employee aspires to promptness in their work processes (e.g. handling queries or customer requests efficiently) | 4.07 | 0.92 | |
| Teamwork and cooperation across different departments and areas are valued | 4.29 | 0.74 | |
| Acting and thinking like an entrepreneur is valued in our company | 3.73 | 0.91 | |
| Every employee is appreciated in our company | 3.93 | 1.10 | |
| Value is placed on a feeling of belonging among employees | 3.88 | 1.09 | |
| We aspire to a high degree of employee satisfaction | 3.85 | 1.06 | |
Statements describing artefacts associated with a market orientation
| Artefacts associated with a market orientation | Mean | SD | |
|---|---|---|---|
| Market-oriented Artefacts | There are unwritten rules within the company that prevent a customer-focused approach* | 2.38 | 1.14 |
| Buildings, the exterior surroundings and the reception area are laid out very clearly so that visitors or customers find their way easily | 3.94 | 1.00 | |
| Offices and meeting rooms are built in a way that supports communication among all employees | 4.29 | 0.79 | |
| Attractive meeting and common areas (e.g. tea room and canteen) exist where information can be exchanged informally between employees | 4.17 | 0.93 | |
| Employees who are customer oriented are rewarded | 3.66 | 0.99 | |
| We regularly organise events for customers | 3.19 | 0.88 | |
Statements describing norms associated with a market orientation
| Norms associated with a market orientation | Mean | SD | |
|---|---|---|---|
| Market-oriented Norms scale | Market performance (e.g. market share and customer satisfaction) is measured regularly | 4.38 | 0.66 |
| Generally accepted procedures are examined regularly to become more effective in serving our customers and markets | 4.20 | 0.87 | |
| There is flexibility when finding solutions to problems | 4.33 | 0.77 | |
| New value-adding products and services are identified and developed continuously | 4.30 | 0.64 | |
| Cross-departmental/area meetings (e.g. discussions about market trends) are organised regularly with market-related problems mentioned directly and openly | 3.98 | 0.99 | |
| The distribution and storage of key information (e.g. contact details) about customers are encouraged | 4.07 | 0.91 | |
| The distribution and storage of key information (e.g. contact details) about customers are assessed regularly | 3.79 | 0.97 | |
| It is expected that frontline staff with direct customer contact have the necessary social skills and abilities to deal with customers | 4.59 | 0.56 | |
| A quick response to market changes is expected | 4.14 | 0.73 | |
| Employees expect that customers are involved in the planning of new product or service programmes | 3.67 | 1.06 | |
| It is expected that market information (e.g. market share and customer satisfaction) is distributed to different departments or areas | 3.66 | 0.98 | |
| The distribution of market information (e.g. market share and customer satisfaction) across different departments or areas is measured regularly | 3.69 | 0.98 | |
| The degree of coordination of decision about marketing activities in different departments or areas is managed | 3.60 | 0.94 | |
| All employees feel responsible for finding out and solving customer problems | 4.02 | 0.97 | |
| In our company, the individuality of each employee is viewed as a competitive advantage | 3.97 | 0.93 | |
| A quality performance and a high involvement of employees are expected for the fulfilment of customer needs | 4.23 | 0.80 | |
Data collection details
| Company One |
|---|
| • Semi-structured interviews with the purchasing manager, a member of the purchasing team, the customer service coordinator and a member of the marketing team |
| • Eighteen questionnaires completed |
| • Semi-structured interviews with the general manager of customer delivery, the sales manager and the sales department manager |
| • Thirty-two online questionnaires completed |
| • Semi-structured interviews with the marketing manager and the human resource/culture manager |
| • Fifteen online questionnaires completed |