Corollaries of the collective: The influence of organizational culture and memory development on perceived decision-making context

By Pierre R. Berthon, Leyland F. Pitt, Michael T. Ewing. 2001

126 citations recorded by the source corpus.

The market-focused learning organization continues to attract attention in the marketing literature. Two central and interrelated aspects of collective learning are organizational culture and memory. The relationship between culture and performance has been demonstrated both theoretically and empirically. This study investigates the influence of culture and organizational memory development on perceptions of managers’ decision-making context. Findings suggest that both organizational culture and memory influence marketing managers’ perceptions of decision-making context. Specifically, managers in externally focused cultures tend to perceive a relatively higher proportion of strategic problems than managers in internally focused cultures, and managers in organic process cultures tend to perceive a relatively higher proportion of unstructured problems than managers in mechanistic cultures. The implications for managerial practice are discussed and avenues for future research outlined.

Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/675b1d894110f1e8821b7f448e7d72e6a75cbcad

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Citations in the corpus

Improving customer-focused marketing capabilities and firm financial performance via marketing exploration and exploitation (2011, background): “Firm age was included as a control variable proxy for firm knowledge stores (e.g., Berthon et al. 2001 ; G rewal et al.2003) while the number of marketing employees (also logged) was included as a control variable proxy for marketing knowledge stores.”
How do organizations remember? The influence of organizational structure on organizational memory (2010, background): “Prior research also suggests that organizational memory is influenced by an organization’s size (Berthon et al. 2001).”
The role of institutional pressures and organizational culture in the firm's intention to adopt internet‐enabled supply chain management systems (2010, background): “…is a relatively stable element of a firm, it affects how the firm assimilates and values information acquired from the field and subsequently affects the firm’s responses to the expectations and requirements imposed by the field (Berthon et al., 2001; Deshpandé et al., 1993; Leisen et al., 2002).”