An examination of the influence of market oriented behaviours on the layers of an organisation's culture.

Examines the influence that market oriented behaviours have on the layers of an organisation's culture, specifically: values, norms and artifacts. This paper considers a causal relationship between behaviour and culture. However, the relationships between market oriented behaviours and the three layers of an organisation's culture remain unexplored from this perspective. Consequently, the role that behaviours play in creating and driving market oriented culture remains unclear. This research gap is addressed utilising a large scale quantitative survey. Multiple regression analysis indicates that market oriented behaviours have a positive influence on all three layers of culture. Drawing upon these findings, managers are advised to assess the degree to which they engage in the relevant behaviours and, then, proactively work to strengthen this degree. Strong implementation of behaviour will encourage the development of associated norms and artifacts. These will, in turn, encourage market oriented values to transpire, ultimately, embedding a market oriented organisational culture. This is desirable due to the strong, positive relationship between market orientation and organisational performance.