The greater the extent of market dynamism, the greater is the positive impact of market-oriented behaviors on market performance. - 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 notion of corporate social responsibility (CSR) has gained momentum and is currently of strategic importance for many companies. Among Fortune 500 companies, as many as 90% have explicit CSR initiatives, more than half publish a separate annual CSR report, and most have senior executives responsible for CSR (Luo and Bhattacharya 2009; McKinsey & Company 2009).

Organizational culture consists of four distinguishable but interrelated components. They include shared basic values, behavioral norms, different types of artifacts, and behaviors... Values can be defined as "a conception, explicit or implicit, distinctive of an individual or characteristic of a group, of the desirable which influences the selection from available modes, means, and ends of action." Norms differ from values by a higher degree of specificity and a higher relevance for actual behaviors (Katz and Kahn 1978, p. 43). The shared values within an organization form the basis for the development of these norms, which legitimate specific behaviors. More specifically, we define norms as expectations about behavior or its results that are at least partially shared by a social group (O'Reilly 1989; Thibaut and Kelley 1959). Artifacts include stories, arrangements, rituals, and language that are created by an organization and have a strong symbolic meaning (Schein 1992; Trice and Beyer 1993). The symbolic meaning of artifacts is more important than any instrumental function (Hatch 1993). In contrast, behaviors refer to organizational behavioral patterns with an instrumental function.