ORGANIZATIONAL CULTURE, MARKET ORIENTATION, INNOVATIVENESS, AND FIRM PERFORMANCE: AN INTERNATIONAL RESEARCH ODYSSEY

By Rohit Deshpandé, J. Farley. 2004

615 citations recorded by the source corpus.

Abstract In this paper, we chronicle a research program spanning a decade and a dozen countries. The studies were framed in an extended model of competing values of organizational culture, and focused on how organizational culture, market orientation, and innovativeness affect the performance of firms competing in business-to-business markets. The design was developed and first tested in Japan. It was used throughout the research program, with the exception of a simplification of the sampling unit. We summarize substantive conclusions, including discussion of empirical similarities and differences in different cultures, in rich and poor countries, in the Orient and the Occident, in emerging economies, and in economies in transition towards a more market-driven form. As a general pattern, we find significant differences across countries in the means of all of the variables under study, and these differences generally reflect characteristics of national cultures. However, we find that slopes relating these variables to firm performance do not differ systematically over countries. We also examine buyer–seller relationships in the framework of an international “natural experiment” based on aspects of national culture. A brief research agenda is included.

Subfields: Accounting, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/628b180407c7a29c9260503f498d3a7d5b5c26b7

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Citations in the corpus

Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions. (2011, background): “Organizations with a market culture pursue organizational profitability and growth through competing intensely to acquire new customers and aggressively attacking competitors' market share (see Figures 1 and 2; Cameron & Quinn, 1999; Deshpandé & Farley, 2004; Narver & Slater, 1990).”
Organizational climate for innovation and organizational performance: The mediating effect of innovative work behavior (2017, background): “It is therefore essential to know how to create an organizational climate that cultivates innovation among employees (Deshpande and Farley, 2004; Nybakk and Jenssen, 2012; Patterson, Warr, and West, 2004). Isaksen and Ekvall (2010) noted that the deliberate management of organizational climates supp”
Organizational innovativeness: : Construct development and cross-cultural validation (2014, background): “…orientations (EOs), organizational learning, performance, leadership, and other outcomes (e.g., Atuahene-Gima, 1996; Baker and Sinkula, 1999; Deshpandé and Farley, 2004; Deshpandé, Farley, and Webster, 1993; Gumusluoglu and İlsev, 2009; Han, Kim, and Srivastava, 1998; Hult, Hurley, and…”
How does strategic orientation matter in Chinese firms? (2007, background): “Most studies pertaining to China treats market orientation as including both customer and competitor orientations ( Deshpande & Farley, 2004; Li, 2005; Li, Sun, & Liu, 2006), while some focus on customer orientation because they view the basic tenet of market orientation is to put the customers fir”
The role of SME entrepreneurs’ innovativeness and personality in the adoption of innovations (2008, background): “Theydemonstrated that, ithin organizations, the subjective norm may be treated s a proxy of their organizational or corporate culture, efined as all shared values and beliefs that help individals to understand how the organization where they work unctions (Deshpandé and Farley, 2004).”
Today's state‐owned enterprises of China: are they dying dinosaurs or dynamic dynamos? (2006, background): “More importantly, of the various organizational culture models, the CVF is the only one that has been extensively used with Chinese and Asian samples (e.g., Deshpandé and Farley, 2004; Kwan and Walker, 2004).”
Factors facilitating and impeding the development of export market-oriented behavior: A study of Hong Kong manufacturing exporters (2006, background): “However, non-Western business cultures may be different from those found in Western firms, especially in terms of marketoriented activities (cf., Deshpandé & Farley, 2004), and generalizing studies of exporting behavior from Western to non-Western business contexts may be misleading (see Lingyee,…”
On what should firms focus in transitional economies? A study of the contingent value of strategic orientations in China (2007, background): “have focused solely on market orientation (e.g., Deshpande & Farley 2004; Deshpande et al. 2004).”
The influence of supply network structure on firm innovation (2014, background): “Lastly, scholars have demonstrated that higher firm innovativeness has been linked to greater firm profit [24, 25].”
Relationship orientation or service quality (2007, background): “The study of the market orientation-performance relationship is an on-going research field ( Deshpande and Farley, 2004”