The effects of organizational culture and market orientation on the effectiveness of strategic marketing alliances

Abstract

Recent research illuminates the important contribution of organizational culture and market orientation to organizational effectiveness. In an attempt to increase the conceptual and empirical body of knowledge, explores the links between organizational culture, market orientation, and marketing effectiveness in the context of strategic marketing alliances. Analyzes responses to self‐administered questionnaires returned by 128 such organizations. The findings suggest that organizational culture significantly affects marketing effectiveness, although the individual dimensions of organizational culture have varying degrees of influence upon the dimensions of marketing effectiveness. Among mechanistic or non‐adaptive cultural dimensions, increased internal culture enhances an internal market effectiveness dimension, whereas increased external culture enhances an external market effectiveness dimension. This internal/external alignment is not found for the organic or adaptive cultural dimensions. This same internal/external alignment is found, however, when examining the relationship between market orientation and market effectiveness. Internal aspects of market orientation enhance an internal market effectiveness dimension, whereas increased external orientation enhances an external market effectiveness dimension. Discusses managerial implications.

Citation

Leisen, B., Lilly, B. and Winsor, R.D. (2002), "The effects of organizational culture and market orientation on the effectiveness of strategic marketing alliances", Journal of Services Marketing, Vol. 16 No. 3, pp. 201-222. https://doi.org/10.1108/08876040210427209