Building a Market‐Oriented Organizational Environment: An Implementation Framework for Small Organizations

Abstract

The strong link between a market orientation and performance in small organizations rests on the organization’s ability to use its market‐oriented culture to create a sustainable competitive advantage. To do this requires the firm to build and maintain a strong market orientation. Using an internal customer‐internal supplier perspective, this paper identifies a framework for implementation that an organization can undertake to create a market‐oriented workforce. The foundation for the framework is the development of dyadic relationships between internal customers and suppliers. The implementation structure relies on a performance management system that rewards behaviors appropriate for the establishment of a market‐oriented culture.

Citation

Martin, B.A. and Martin, J.H. (2005), "Building a Market‐Oriented Organizational Environment: An Implementation Framework for Small Organizations", American Journal of Business, Vol. 20 No. 2, pp. 45-58. https://doi.org/10.1108/19355181200500011