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Implementing a Market Orientation in Small Manufacturing Firms: From Cognitive Model to Action

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  • James H. Martin
  • Beth Ann Martin
  • Paul R. Minnillo

Abstract

Using in‐depth interviews of the CEO/Presidents of 21 small manufacturing firms, this research explored how leaders with a high market‐oriented cognitive model have intentionally pursued the implementation of that model and how their activities differed from leaders with a low market‐oriented cognitive model. Results indicated that leaders in high market‐oriented organizations appeared to be working from cognitive models that reflected market‐oriented values, and norms consistent with those suggested by Homburg and Pflesser. Additionally, results indicated strong consistencies across firms in the mechanisms used by leaders to implement their high market‐oriented cognitive models and different but equally strong consistencies in the mechanisms used by leaders to implement their low market‐oriented cognitive models. Structurally, high market‐oriented leaders expressed less departmentalization than low market‐oriented firms, used some form of internal customer/supplier networks, had very open communication systems, and established performance management systems designed to initiate and reward market‐oriented behaviors among employees.

Suggested Citation

  • James H. Martin & Beth Ann Martin & Paul R. Minnillo, 2009. "Implementing a Market Orientation in Small Manufacturing Firms: From Cognitive Model to Action," Journal of Small Business Management, Taylor & Francis Journals, vol. 47(1), pages 92-115, January.
    • Handle: RePEc:taf:ujbmxx:v:47:y:2009:i:1:p:92-115
    DOI: 10.1111/j.1540-627X.2008.00263.x
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