The effect of a market-oriented organisational culture on sales-force behaviour and attitudes/ Mark A. Farrell

By:

Farrell, Mark A [author]

Material type: Text

TextSeries: Journal of strategic marketing ; Volume 13 , number 4 ,Abingdon: Routledge Taylor and Francis, 2005Content type:

text

Media type:

unmediated

Carrier type:

volume

ISSN:

0965-254X

Subject(s):

Online resources:

Click here to access online

Summary: Recent work in the market orientation literature has introduced a multilayer model of market‐oriented organizational culture. This new perspective distinguishes between market‐oriented values, norms and artifacts. Building upon this approach, this study investigates the effect of the various layers of a market‐oriented culture on the attitudes and behaviours of sales‐force personnel. Findings suggest that market‐oriented values affect role conflict, role ambiguity, organizational commitment and job satisfaction, and that market‐oriented norms have a weak effect on the customer orientation of the salesperson. Contrary to expectations and previous findings, market‐oriented artifacts were found to have no explanatory power in this study.

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Holdings
Item type	Current library	Call number	Vol info	Copy number	Status	Notes	Date due	Barcode
Journal Article	Main Library - Special Collections	HF5415.13 JOU (Browse shelf(Opens below))	Vol 13, No 4 pages 261-275	SP362	Not for loan	For In-house use only

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Recent work in the market orientation literature has introduced a multilayer model of market‐oriented organizational culture. This new perspective distinguishes between market‐oriented values, norms and artifacts. Building upon this approach, this study investigates the effect of the various layers of a market‐oriented culture on the attitudes and behaviours of sales‐force personnel. Findings suggest that market‐oriented values affect role conflict, role ambiguity, organizational commitment and job satisfaction, and that market‐oriented norms have a weak effect on the customer orientation of the salesperson. Contrary to expectations and previous findings, market‐oriented artifacts were found to have no explanatory power in this study.

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