Market Orientation: an iterative process of customer and market engagement

Philip Hadcroft, Denise Jarratt

Research output: Contribution to journalArticle

25 Citations (Scopus)
59 Downloads (Pure)

Abstract

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.
Original languageEnglish
Pages (from-to)21-58
Number of pages38
JournalJournal of Business-to-Business Marketing
Volume14
Issue number3
Publication statusPublished - 2007

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