Activities for complex customers cannot be handled by the sales function alone but requires participation from other functional groups. - Christian Homburg

Previous research addressing market orientation from a cultural perspective typically has used behavioral measures of this construct. Drawing on literature in the fields of organizational theory and marketing, the authors develop a multilayer model of market-oriented organizational culture. They draw an explicit distinction among values that support market orientation, norms for market orientation, artifacts indicating high and low market orientation, and market-oriented behaviors. On the basis Of qualitative research and a subsequent survey, the authors develop scales for measuring the different layers of market-oriented culture and analyze relationships among the different components of market-oriented culture. Findings indicate that artifacts play a crucial role in determining behavior within organizations. Results also indicate that a market-oriented culture influences financial performance indirectly through market performance and that this relationship is stronger in highly dynamic markets.

The greater the extent of market dynamism, the greater is the positive impact of market-oriented behaviors on market performance.

This paper reviews prior applications of in four major marketing journals (the , , , and the ) between 1977 and 1994. After documenting and characterizing the number of applications over time, we discuss important methodological issues related to structural equation modeling and assess the quality of previous applications in terms of three aspects: issues related to the initial specification of theoretical models of interest; issues related to data screening prior to model estimation and testing; and issues related to the estimation and testing of theoretical models on empirical data. On the basis of our findings, we identify problem areas and suggest avenues for improvement.