Implementing a Market Orientation in Small Manufacturing Firms: From Cognitive Model to Action
通过对21家小型制造企业CEO的深度访谈，研究高市场导向认知模型的领导者如何实施该模型，并与低市场导向领导者对比，发现两者在部门化、内部网络、沟通和绩效管理上存在显著差异。
Using in-depth interviews of the CEO/Presidents of 21 small manufacturing firms, this research explored how leaders with a high market-oriented cognitive model have intentionally pursued the implementation of that model and how their activities differed from leaders with a low market-oriented cognitive model. Results indicated that leaders in high market-oriented organizations appeared to be working from cognitive models that reflected market-oriented values, and norms consistent with those suggested by Homburg and Pflesser. Additionally, results indicated strong consistencies across firms in the mechanisms used by leaders to implement their high market-oriented cognitive models and different but equally strong consistencies in the mechanisms used by leaders to implement their low market-oriented cognitive models. Structurally, high market-oriented leaders expressed less departmentalization than low market-oriented firms, used some form of internal customer/supplier networks, had very open communication systems, and established performance management systems designed to initiate and reward market-oriented behaviors among employees.