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Creating a market orientation: An empirical validation of Gebhardt, Carpenter, and Sherry's (2006) Market Orientation Development Process (MODeP)

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  • Haon, Christophe
  • Gotteland, David
  • Nelson, Rob

Abstract

Gebhardt, Carpenter, and Sherry (2006) suggest that organizations become more market-oriented through a deliberate and path-dependent organizational change process that we call the Market Orientation Development Process (MODeP). However, evidence of the MODeP’s efficacy in creating a market-oriented culture remains sparse beyond the cases described in detail by its authors. In this study, we develop a new instrument to measure an organization's progress in the MODeP. Based on a survey of 333C-level hospital executives, our study provides empirical support for (1) the effectiveness of the MODeP process in creating a market orientation and (2) its path-dependent nature. With this confirmation and the availability of a measurement instrument to monitor the transformation process, we hope to lower the barriers that have hindered research on creating a market orientation. Also, we confirm the validity of the MODeP as a roadmap for senior executives willing to develop a market orientation in their organizations, and we provide a means to implement it.

Suggested Citation

  • Haon, Christophe & Gotteland, David & Nelson, Rob, 2023. "Creating a market orientation: An empirical validation of Gebhardt, Carpenter, and Sherry's (2006) Market Orientation Development Process (MODeP)," Journal of Business Research, Elsevier, vol. 168(C).
    • Handle: RePEc:eee:jbrese:v:168:y:2023:i:c:s014829632300591x
    DOI: 10.1016/j.jbusres.2023.114232
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    References listed on IDEAS

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