inhibiting the envisioned cultural change was the power-base of those within the organisation who perceived that a national, market focus would eliminate local autonomy. Specific policy was required to align rewards with required behavioural change. Contribution This research provides a unique perspective of market orientation as a process of organisational development directed towards aligning the organisation with its served markets. Intervention strategies and incremental changes attempted to achieve a national market perspective, highlight the importance of aligning structure, human resource management strategy, top management commitment and leadership drive in achieving such a cultural change.
|Number of pages||38|
|Journal||Journal of Business-to-Business Marketing|
|Publication status||Published - 2007|