Search

Organization culture must be seen as synonymous with market strategy in a high technology environment. Since external environments affect organizational culture, the capacity to profile ideal organizations contributes significantly to developing a sustainable competitive advantage.

Strategy implementation and performance in organizations are influenced by its market orientation. Market orientation is the collective of employee behaviors that affects strategy implementation, how an organization interacts with its environment and adjusts to change within that context. The relationship between market orientation, strategy implementation, and performance is robust across environmental contexts. This study identifies ideal behavioral profiles for organizations seeking to maximize performance by considering the scope and impact of market orientation on strategy implementation. This is accomplished by considering market orientation and strategy profiles in relation to performance in a holistic coalignment perspective, corresponding to competitive contexts characterized by varying degrees of market turbulence and competitive intensity. Important strategic and performance implications of this dynamic are revealed that should be considered by academics and practitioners alike. [ABSTRACT FROM AUTHOR]

The adoption of specific marketing strategies is related to several factors in an organization including the organization's mission, objectives, resources, and market orientation. We report an exploratory study in which we define relationships between market orientation and marketing strategy in a high technology environment--the telecommunications industry in the United States. Market orientation is defined as a culture that influences how employees think and act. Our results indicate that a market orientation provides a context for the implementation of specific marketing strategies by serving as a moderator of operational marketing strategy. For example, those organizations who possess a strong market-oriented culture (high-spirited cultures) engage in value creation strategies such as market segmentation, developing new products/services for new markets, and product or service customization. Those organizations possessing low market orientations (ineffectual cultures) generally practice less aggressive and internally focused strategies such as charging lower prices, providing limited customer service, product/service standardization, and undertake limited market research. [ABSTRACT FROM AUTHOR]

The article reports on a survey of executives conducted to find innovation culture of business organizations in the U.S. which has revealed that organizations need innovation to meet the demands of stakeholders and to compete with rivals in an industry. Topics include involvement of 1,127 executives and the use of Innovation Culture Measurement metric to conduct the survey; the U.S. President Barack Obama's 2013 State of the Union Address and views of entrepreneur Peter Thiel on the same.

The article presents a study that investigates the relationships between innovation orientation and organizational performance using a cross sectional sample of Canadian organisations. It discusses the concept of innovation and identified the significant negative correlations with return on investment, overall performance and enterprise value. It reveals a positive relationship of high innovating firms with customer satisfaction and profitability.

Purpose – Academic and practitioner interest has focused on innovation as a method of competitive differentiation and as a way to create customer value. However, less attention has been devoted to developing a measure of innovation culture. The purpose of this paper is to develop an empirically-based comprehensive instrument for measuring an organization's innovation culture. Design/methodology – This paper describes a procedure which explicates the innovation culture construct, and proposes a multi-item measure of innovation culture predicated on exploratory factor analysis. These descriptors were derived from extant literature, key informant interviews, and a survey of over 282 employees from the financial services industry. Findings – Findings suggest that an innovation culture scale may best be represented through a structure that consists of seven factors identified as innovation propensity, organizational constituency, organizational learning, creativity and empowerment, market orientation, value orientation, and implementation context. Practical implications – The seven-factor model can be used both descriptively and diagnostically. Among other things, it presents a practical way to measure an organization's innovation culture, and could initially be used to establish a baseline level of innovation culture. From there, it could be used as a metric to chart the organization's efforts as it moves to engender innovation. Originality/value – More effort should be devoted to developing measures to assess innovation culture specifically. This model presents an innovation culture construct that is complimentary to work that has preceded it. The findings combined with the suggestions provide an alternative perspective as a measure of innovation and extends a basic framework for further investigation. [ABSTRACT FROM AUTHOR]