Executive Insights: Corporate Culture and Market Orientation:                     Comparing Indian and Japanese Firms

Innovation literature advocates the transition from a technological orientation to market orientation on the part of innovator and entrepreneur. However, the transition requires a change in mindset on the part of these innovation agents, who may be affected by their national contexts. This paper reports a study is to example factors that account for a different transition from a Technological Orientation (TO) towards a Market Orientation (MO) and the impact of national cultures. To analyse possible intercultural differences, the study involved two independent samples from Germany and the Netherlands. The study found that the orientation to versus MO of the Dutch engineer is not different from that of the German engineer, probably because of a common professional culture (PC), which is different from an MO. The transition from technological orientation towards market orientation occurred earlier for the Dutch engineers than for the German engineers. However German engineers demonstrated less MO than Dutch firms. A plausible reason for this is that the strong feminine values of Dutch national and corporate culture (NC and CC, Hofstede, 1980a and b and 1991) might lead more easily to a customer orientation (Market Pull) than the more masculine German values keeping a strong technological base. In sum, firms might consider carefully an optimal CC x PC interaction instead of NC-differences to reach effective technological innovation in the global market.

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Market orientation, managerial perceptions, and corporate culture in an emerging market: Evidence from Turkey

International Business Review ◽

10.1016/j.ibusrev.2014.10.003 ◽

2015 ◽

Vol 24 (3) ◽

pp. 443-456 ◽

Cited By ~ 12

Author(s):

Attila Yaprak ◽

Burcu Tasoluk ◽

Cenk Kocas

Keyword(s):

Market Orientation ◽

Corporate Culture ◽

Emerging Market ◽

Managerial Perceptions

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Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis

Journal of Marketing ◽

10.1177/002224299305700102 ◽

1993 ◽

Vol 57 (1) ◽

pp. 23-37 ◽

Cited By ~ 591

Author(s):

Rohit Deshpandé ◽

John U. Farley ◽

Frederick E. Webster

Keyword(s):

Growth Rate ◽

Corporate Culture ◽

Business Performance ◽

Customer Orientation ◽

Relative Size ◽

Relative Growth ◽

Japanese Firms ◽

Improved Performance ◽

Japanese Companies ◽

Relative Profitability

“Quadrads” (double dyads) of interviews, each conducted with a pair of marketing executives at a Japanese vendor firm and a pair of purchasing executives at a Japanese customer firm, provided data on corporate culture, customer orientation, innovativeness, and market performance. Business performance (relative profitability, relative size, relative growth rate, and relative share of market) was correlated positively with the customer's evaluation of the supplier's customer orientation, but the supplier's own assessment of customer orientation did not correspond well to that of the customer. Japanese companies with corporate cultures stressing competitiveness (markets) and entrepreneurship (adhocracies) outperformed those dominated by internal cohesiveness (clans) or by rules (hierarchies). Successful market innovation also improved performance.

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