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Understanding the layers of a market-oriented organisational culture

Author

Listed:
  • Byrne Jacqueline

    (Institute of Technology, Carlow, Ireland)

  • Dwyer Tomás

    (Institute of Technology, Carlow, Ireland)

  • Doyle Declan

    (Institute of Technology, Carlow, Ireland)

Abstract

Organisations with market-oriented cultures outperform other organisations. Thus, the creation of such a culture is paramount. This paper details how distinct layers of an organisation’s culture can in combination influence market-oriented behaviours. The importance of organisational culture in the successful implementation of a market orientation strategy has been recognised. However, an awareness of how the layers of organisational culture, such as values, norms and artefacts, can contribute to market-oriented behaviour is still under research. The layers of organisational culture were thus investigated in three mixed-method case studies of Irish companies utilising a questionnaire survey, interviews and observations. The core conclusion of the study is that the combined synergistic effect of the particular unique organisational cultural layers in a company encourages market-oriented behaviours. This research adds necessary details for managers who seek to develop and create a market-oriented culture to improve company performance.

Suggested Citation

  • Byrne Jacqueline & Dwyer Tomás & Doyle Declan, 2018. "Understanding the layers of a market-oriented organisational culture," The Irish Journal of Management, Sciendo, vol. 37(1), pages 16-30.
    • Handle: RePEc:vrs:irjman:v:37:y:2018:i:1:p:16-30:n:1002
    DOI: 10.2478/ijm-2018-0002
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    References listed on IDEAS

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    4. Lai, Kee-Hung, 2003. "Market orientation in quality-oriented organizations and its impact on their performance," International Journal of Production Economics, Elsevier, vol. 84(1), pages 17-34, April.
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