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A Four Nation Study of thee Relationship Between Marketing Effectiveness, Corporate Culture, Corporate Values and Market Orientation

Author

Listed:
  • David Norburn

    (Imperial College)

  • Sue Birley

    (Imperial College)

  • Mark Dunn

    (Baylor University)

  • Adrian Payne

    (Cranfield Institute of Technology)

Abstract

The aim of this study was to establish the ways in which senior executives in four countries which shared a common language—United Kingdom, United States, Australia and New Zealand—characterized both their firm's marketing effectiveness, and corporate culture and beliefs. Results give support to those theorists who advance cultural specificity as the primary moderator of top managerial attitudes, but also emphasise that the best predictor of marketing effectiveness is similar in all four nations—the primacy of the importance of people, and with quality.© 1990 JIBS. Journal of International Business Studies (1990) 21, 451–468

Suggested Citation

  • David Norburn & Sue Birley & Mark Dunn & Adrian Payne, 1990. "A Four Nation Study of thee Relationship Between Marketing Effectiveness, Corporate Culture, Corporate Values and Market Orientation," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 21(3), pages 451-468, September.
    • Handle: RePEc:pal:jintbs:v:21:y:1990:i:3:p:451-468
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    Citations

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    Cited by:

    1. Hooley, Graham & Cox, Tony & Fahy, John & Shipley, David & Beracs, Jozsef & Fonfara, Krzysztof & Snoj, Boris, 2000. "Market Orientation in the Transition Economies of Central Europe:: Tests of the Narver and Slater Market Orientation Scales," Journal of Business Research, Elsevier, vol. 50(3), pages 273-285, December.
    2. Gómez-Mejía, Luis R. & Saura, M. D., 1996. "The importance of various work aspects and their organiza tional consequences using Hofstede's cultural dimensions," DEE - Working Papers. Business Economics. WB 7057, Universidad Carlos III de Madrid. Departamento de Economía de la Empresa.

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