The effects of organizational culture and market orientation on the effectiveness of strategic marketing alliances

2002 ◽  
Vol 16 (3) ◽  
pp. 201-222 ◽  
Author(s):  
Birgit Leisen ◽  
Bryan Lilly ◽  
Robert D. Winsor
Keyword(s):  
Organizational Culture ◽  
Market Orientation ◽  
Strategic Marketing ◽  
Marketing Alliances

Elucidating salespeople's market orientation, proactive service behavior and organizational culture in the B2B banking sector: a Malaysian perspective

2020 ◽  
Vol 38 (5) ◽  
pp. 1033-1057 ◽  
Author(s):  
Muhammad Iskandar Hamzah ◽  
Abdul Kadir Othman ◽  
Faridah Hassan
Keyword(s):  
Organizational Culture ◽  
Market Orientation ◽  
Information Dissemination ◽  
Cognitive Theory ◽  
Sales Performance ◽  
Content Type ◽  
Individual Market ◽  
Service Behavior ◽  
The Impact ◽  
Business To Business

PurposeConsidering that little is known on market orientation at the individual level, this study investigates the effects of individual market orientation on proactive service behavior, and subsequently, sales performance among business-to-business salespeople. Based on social cognitive theory and competing values framework, this paper also examines the interaction effects of organizational culture on the link between individual market orientation and proactive service behavior.Design/methodology/approachThe study sampled 539 business-to-business salespeople from 18 corporate banks in Kuala Lumpur by using a questionnaire survey.FindingsThe results of the study show that adhocracy culture strengthens the effects of information acquisition on proactive service behavior, while at the same time weakens the impact of coordination of strategic response on the same outcome. Meanwhile, rational culture displayed negative contingent effects of information dissemination on proactive service behavior.Practical implicationsGiven its link to sales performance and proactive service behavior, banks should motivate their employees to embrace market orientation as individual competencies. This research outcome will aid managers in developing strategies and inculcating the right culture to ensure the market-oriented behaviors are internalized and transpired into positive outcomes.Originality/valueThis paper contributes to the enrichment of the existing market orientation frameworks by offering underlying mechanisms (cultural environment and proactive service behavior) through which market-oriented behaviors contribute to the sales performance of business-to-business salespeople within the financial service industry. It is also among the earliest studies that examine the influence of individual market orientation and organizational culture on proactive service behavior.

A Model of Strategic Marketing Alliances for Hospices

1999 ◽  
Vol 13 (1) ◽  
pp. 43-56 ◽  
Author(s):  
Becky J. Starnes ◽  
Donald R. Self
Keyword(s):  
Strategic Marketing ◽  
Marketing Alliances

A Model of Strategic Marketing Alliances for Hospices

2000 ◽  
Vol 13 (2) ◽  
pp. 105-119 ◽  
Author(s):  
Donald R. Self ◽  
Becky J. Starnes
Keyword(s):  
Strategic Marketing ◽  
Marketing Alliances

Exploiting Innovation in Dubai SMEs: The Effect of Strategic Orientation on Organizational Determinants

2014 ◽  
Vol 11 (06) ◽  
pp. 1450039 ◽  
Author(s):  
Yahya Al-Ansaari ◽  
Simon Pervan ◽  
Jun Xu
Keyword(s):  
Organizational Culture ◽  
Market Orientation ◽  
United Arab Emirates ◽  
Emerging Market ◽  
Strategic Orientations ◽  
Organizational Determinants ◽  
Technology Orientation ◽  
Miles And Snow ◽  
Culture Technology

This study investigates the role of strategic orientations of small- and medium-sized enterprises (SMEs) in an emerging market, namely Dubai in the United Arab Emirates. It uses the business-level typology of Miles and Snow (prospector, analyzer, and defender) to examine the effect of strategic orientations on organizational determinants (organizational culture, technology orientation, alliance and cooperation, and market orientation) and their consequences in terms of innovation. Drawing upon data from 189 Dubai SMEs, the findings reveal that there are differences in the organizational determinants with prospector and defender orientations, with analyzer orientations falling in-between. Prospectors place more reliance than defenders on developing organizational culture, technology orientation, alliance and cooperation, and market orientation. Constant changes in the Dubai business and market environments seem to affect SMEs' strategic orientations and smaller SMEs are more likely to be analyzers than the SMEs employing over 100 staff. This study provides useful insights into the role of strategic orientations and organizational determinants of Dubai SMEs to accomplish successful innovation results.

scholarly journals PENGARUH BERANTAI BUDAYA ORGANISASI DAN HUMAN RESOURCE PRACTICES TERHADAP KREATIFITAS DAN KINERJA USAHA UMKM

2018 ◽  
Vol 7 (3) ◽  
pp. 61
Author(s):  
Sulhaini Sulhaini ◽  
Rusdan Rusdan ◽  
Rahman Dayani ◽  
Baiq Ismiwati
Keyword(s):  
Organizational Culture ◽  
Market Orientation ◽  
Human Resource ◽  
Direct Effect ◽  
Business Performance ◽  
Learning Orientation ◽  
Human Resource Practices ◽  
Purposive Sampling ◽  
Learning Orientations ◽  
And Performance

This research aimed at examining the chain of effects of organisational culture and human resource practices towards SMEs’ creativity and performance. The study contributes to the literature by giving explanations related to how human resource practices, market and learning orientations affect the creativity and performance of SMEs. Population in this research was all SMEs producing handicraft, food / beverage and others in Mataram-Indonesia. Sample firms were selected using purposive sampling. The results showed that organizational culture, namely market orientation and learning orientation affect creativity and business performance in different ways. Learning orientation does not have a strong effect on creativity but has a direct effect on business performance. Meanwhile market orientation and human resource practices have no direct effect on business performance but through their influence on creativity. Market orientation and human resource practices ensure high business performance through its influence on creativity improvement. Market orientation becomes a source of creative ideas as its dimensions provide opportunities for SMEs to find useful ideas. Furthermore, human resource practices maintain / motivate employees for continuous creative endeavors, faster and better than to competitors. This creates higher customer value, stronger competitive advantage and greater guarantees business success /business performance.Penelitian ini menguji pengaruh berantai dari budaya organisasi dan human resource practices terhadap kreatifitas dan kinerja usaha UMKM. Studi ini berkontribusi pada literature dengan memberikan penjelasan terkait bagaimana human resource practices, market dan learning orientations mempengaruhi kreatifitas dan kinerja usaha UMKM. Populasi dalam penelitian ini adalah semua UMKM dibidang usaha pengolahan baik kerajinan maupun makanan/minuman dan lainnya. Teknik sampling yang digunakan adalah purposive sampling dari teknik sampling Non-Probability Sampling. Hasil penelitian menunjukkan bahwa budaya organisasi, yaitu market orientation dan learning orientation mempengaruhi kreatifitas dan kinerja usaha dengan cara yang berbeda. Learning orientation tidak berpengaruh kuat terhadap kreatifitas tetapi berpengaruh langsung terhadap kinerja usaha. Sedangkan market orientation memiliki pengaruh yang sama dengan human resource practices, yaitu tidak berpengaruh langsung terhadap kinerja usaha tetapi melalui pengaruhnya terhadap kreatifitas. Market orientation dan human resource practices menjamin kinerja usaha yang tinggi melalui pengaruhnya terhadap peningkatan kreatifitas. Market orientation menjadi sumber inspirasi ide-ide kreatif karena adanya orientasi kepada konsumen dan pesaing memberikan peluang bagi UMKM untuk menemukan ide. Selanjutnya, human resource practices menguatkan motivasi karyawan untuk berkreasi secara berkelanjutan, lebih cepat dan lebih unggul dari pesaing. Hal ini menciptakan keunggulan bersaing yang lebih kuat dan menjadi jaminan kesuksesan usaha/kinerja usaha yang lebih tinggiKeywords :human resource practices, organizational culture, creativity

Streamlining interfunctional coordination in industrial SMEs

2017 ◽  
Vol 42 (3) ◽  
pp. 31-40 ◽  
Author(s):  
Yong J Wang ◽  
Peter LaPlaca ◽  
Ying Zhu ◽  
Andy Wei Hao ◽  
Chiquan Guo ◽  
...  
Keyword(s):  
Organizational Culture ◽  
Case Studies ◽  
Market Orientation ◽  
Information Exchange ◽  
Organizational Environment ◽  
Coordination Pattern ◽  
Large Firms ◽  
Multiple Case ◽  
Multiple Case Studies

Although the pattern of interfunctional coordination for large firms has been described and studied, little attention is paid to its fit to industrial small and medium-sized enterprises (I-SMEs). This research updates the conventional understanding by investigating the interfunctional coordination pattern in market-oriented I-SMEs, taking into account the customer environment and the organizational environment. Using a multiple case studies method, this study describes the market-oriented practices of interfunctional coordination in I-SMEs. Drawing upon the findings, this study proposes a useful guideline, namely, streamlined interfunctional coordination, for I-SMEs to improve the marketing outcomes. It suggests that, to enhance the effectiveness of interfunctional coordination, I-SMEs should reduce their coordinative intensity in information exchange and limit the amount of relational flows in relationship exchange. This research offers insights into managing organizational culture and market orientation for I-SMEs.

Innovation Culture in SMEs: The Importance of Organizational Culture, Organizational Learning and Market Orientation

2018 ◽  
Vol 9 (3) ◽  
Author(s):  
Hasliza Abdul-Halim ◽  
Noor Hazlina Ahmad ◽  
Alan Geare ◽  
Ramayah Thurasamy
Keyword(s):  
Organizational Culture ◽  
Organizational Learning ◽  
Market Orientation ◽  
Developing Country ◽  
Information Acquisition ◽  
Small And Medium Enterprises ◽  
Conclusive Evidence ◽  
Innovation Culture ◽  
Competitor Orientation ◽  
Medium Enterprises

Abstract Academic and practitioner have considered innovation as an approach to produce value to customer in order to remain competitive in the market. However, previous studies on innovation culture among small and medium enterprises (SMEs) have received little attention and SMEs need to inculcate the innovation culture in order to generate innovation. Hence, the purpose of this paper is to investigate empirically the influence of organizational culture, organizational learning and market orientation on innovation culture. A questionnaire-based survey was conducted to gather data from SMEs in Malaysia. Questionnaires were distributed and gathered with a total of 183 usable responses. The analysis was conducted via SMART PLS to produce interesting findings. Findings suggest that all dimensions of organizational culture (adaptability, involvement, mission and consistency) have an influence on innovation culture, organizational learning in terms of information acquisition and behavioural & cognitive have an impact on innovation culture. Finally, only competitor orientation influences innovation culture. Although SMEs play an important role within the Malaysia economy, their contribution to innovation is small and marginal. This study makes an important contribution by providing information to SMEs on the elements that could nurture innovation culture in their organizations. As such, it is hoped that this study will generate interest among the researchers to reach more conclusive evidence about the practice of innovation culture among SMEs in Malaysia. More effort should be devoted to comprehending the concept of innovation culture among SMEs from the context of developing country. The findings combined with the suggestions may offer alternative insights on innovation culture and extend a basic framework for further investigation.

scholarly journals How Can Travel Agencies Create Sustainable Competitive Advantages? Perspective on Employee Role Stress and Initiative Behavior

2020 ◽  
Vol 12 (11) ◽  
pp. 4557
Author(s):  
Leo Huang ◽  
Kuang-Yu Chang ◽  
Yu-Chen Yeh
Keyword(s):  
Organizational Culture ◽  
Market Orientation ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Role Stress ◽  
Citizenship Behavior ◽  
Travel Agency ◽  
Competitive Advantages ◽  
Travel Agencies ◽  
Competitor Orientation

In this study, we aimed to explore the importance of the roles of stress and organizational citizenship behavior toward market orientation in travel agencies from the perspective of organizational culture, and to provide practical suggestions for travel agencies’ human resources. We focused on investigating the relationship among market orientation, competitor orientation, and inter-functional coordination, role stress, conflict, ambiguity, and inter-enterprise organizational citizenship behavior. Under an enterprise strategy, the employee behavior model uses role stress and organizational citizenship behavior. Partial least squares (PLS) modelling was used to investigate the hypotheses in this research. We found that travel agency employees who focus on market-oriented strategy are able to reduce stress and promote the growth of organizational citizenship behavior within the enterprise. The results showed that reducing role ambiguity has no significant impact on organizational citizenship behavior. Adopting an accurate management strategy will reduce employee role stress and promote organizational citizenship behavior, thereby constructing a positive organizational culture and continuously creating competitive advantages, providing a strategy for the sustainable development of travel agencies.

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