The Effect of a Market-Oriented Organisational Culture on Sales-Force Behaviour and Attitudes

Mark Farrell

Research output: Contribution to journalArticlepeer-review

19 Citations (Scopus)

Abstract

Recent work in the market orientation literature has introduced a multilayer model of market-oriented organizational culture. This new perspective distinguishes between market-oriented values, norms and artifacts. Building upon this approach, this study investigates the effect of the various layers of a market-oriented culture on the attitudes and behaviours of sales force personnel. Findings suggest that market-oriented values affect role conflict, role ambiguity, organizational commitment and job satisfaction, and that market-oriented norms have a weak effect on the customer orientation of the salesperson. Contrary to expectations and previous findings, market-oriented artifacts were found to have no explanatory power in this study.
Original languageEnglish
Pages (from-to)261-273
Number of pages13
JournalJournal of Strategic Marketing
Volume13
Issue number4
DOIs
Publication statusPublished - 2005

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