Creating a Market Orientation: A Longitudinal, Multifirm, Grounded Analysis of Cultural Transformation
通过深入追踪多家成功创造市场导向的企业，提出一个四阶段路径依赖模型，揭示市场导向需要组织文化的剧烈变革和共享市场理解的建立，对营销和战略管理学者有重要参考价值。
Market orientation is a foundation of marketing and is increasingly important in other fields, such as strategic management. Research in marketing has identified the characteristics of market-oriented organizations. However, how organizations change to become more market oriented has received less attention. In this article, the authors conduct an in-depth, longitudinal, multifirm investigation of firms that have successfully created a market orientation. Grounded by this in-depth understanding, they develop a theoretical model to explain how firms create a market orientation. The model identifies four path-dependent stages of change. In contrast to current conceptualizations, the authors find that creating a market orientation requires dramatic changes to an organization's culture and the creation of organizationally shared market understandings. The findings offer new insights into how organizations develop a greater market orientation, organizational change, and the nature of market orientation, including the role of intraorganizational power and organizational learning in creating and sustaining a market orientation.