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The responses of front-line employees to market-oriented culture change

Harris, Lloyd Cameron and Ogbonna, Emmanuel Okechukwu ORCID: 2000. The responses of front-line employees to market-oriented culture change. European journal of marketing 34 (3/4) , pp. 318-340. 10.1108/03090560010311885

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A theme emerging from research into the determinants, content and consequences of market orientation is that developing a market-oriented culture exerts a profound influence on the organizational culture of a company. Explores and describes the manner and forms of front-line employees’ responses to market-oriented culture change initiatives. The paper begins with a brief overview of existing literature discussing the definition and components of a market orientation. Thereafter, extant research into the consequences of developing a market-oriented culture is reviewed critically. After detailing the research design and methodology adopted in this study, the summary findings of two in-depth case studies are presented. The findings indicate that front-line employees respond differentially to market-oriented culture change programmes. Concludes with a series of implications for both marketing and culture theorists and practitioners.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > H Social Sciences (General)
Publisher: Emerald
ISSN: 0309-0566
Last Modified: 27 Oct 2022 08:25

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