How critical is internal customer orientation to market orientation?

By Jodie Conduit, F. Mavondo. Journal of business research, 2001

458 citations recorded by the source corpus.

Abstract This paper investigates the relationship between internal customer orientation and market orientation. It builds on the notion that organisational dynamics and managerial action in areas such as employee training, effective communication systems, and managing human resources are critical to building an internal customer orientation and consequently, a market orientation. A path model is used to investigate the direct and indirect impact of hypothesised variables on internal customer orientation and market orientation. The findings suggest that integration between departments, the dissemination of market intelligence, and management support for a market orientation are important for its development, however, training programs may not be effective. The results are based on a study of Australian based companies extensively involved in international marketing.

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

View Paper: https://www.semanticscholar.org/paper/7d8d421df01065e0a3c3170404024c9d59c6ce63

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Investigating relationships between internal marketing practices and employee organizational commitment in the foodservice industry (2015, result): “These findings are consistent with the roots of internal marketing concepts (Berry and Parasuraman, 1991) and with previous literature (Conduit and Mavondo, 2001; Jou et al., 2008; Lam and Zhang, 2003; Lee et al., 2006; Martins et al., 2002; Ro and Chen, 2011; Ting, 2011).”
Internal marketing, organisational culture, job satisfaction, and organisational performance in non-life insurance (2010, background): “Many scholars (Conduit & Mavondo, 2001; George, 1990; Gronroos, 1985; Heskett, 1987; Lings, 2004; Pfeffer & Veiga, 1999) have similar viewpoints.”
The determinants of new service development: Service characteristics, market orientation, and actualizing innovation effort (2010, background): “Despite NSD differing from NPD due to its distinctive features, most market orientation studies have ignored their effects (e.g., Agarwal et al., 2003; Conduit and Mavondo, 2001; Han et al., 1998).”
The impact of internal and external market orientations on firm performance (2009, background): “However, there is a lack of empirical evidence to support this assertion (Conduit and Mavondo, 2001).”
Internal marketing, internal branding, and organisational outcomes: The moderating role of perceived goal congruence (2013, methodology): “To measure internal customer orientation, measurement items were adapted from Conduit and Mavondo (2001).”
Internal-market orientation and its measurement (2006, background): “…a prerequisite for the symmetry between (external) market objectives and internal-market conditions that service companies require (Piercy, 1995), where employees have the ‘‘power’’ to void the management’s attempt to focus on their customers (Conduit and Mavondo, 2001; Harris and Ogbonna, 2000).”
Cultural determinants of customer- and learning-oriented value systems and their joint effects on firm performance (2005, background): “In fact, factors that facilitate the socialization process, such as management support, facilitative leadership, and internal communication, are seen as the strongest drivers of CO and LO (e.g., Conduit and Mavondo, 2001; Slater and Narver, 1995).”
The Implementation of a Market Orientation: A Review and Integration of the Contributions to Date (2008, unknown): “For instance, studies that focus on barriers to the implementation of a market orientation (Bisp, 1999; Harris, 2000) are an important step towards more practitioner-oriented models of market orientation, as are studies on the relationship between human resource practices and market orientation (Con”
The Effect of Market Orientation on Performance of Sharing Economy Business: Focusing on Marketing Innovation and Sustainable Competitive Advantage (2019, methodology): “perspectives based on the studies of Conduit and Mavondo [25], Hills and Sarin [20], Jeong [17], Kohli”