“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.”

— Christian Homburg

Source: "A multiple-layer model of market-oriented organizational culture", 2000, p. 449 ; Abstract

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Christian Homburg 18

German academic 1962

Christian Homburg (1962) German academic

Source: "A multiple-layer model of market-oriented organizational culture", 2000, p. 453

“Norms guide market-oriented behaviors within organizations. More specifically, we focus on market orientation as the concrete object of these norms. If, for example, the members of an organization share the value of openness of internal communication, a specific norm related to that value is the openness of market-related internal communication. As another example, the norm of market-related responsibility of employees is a specification of the more general shared value of responsibility of the employees… The difference between values and norms is that norms guide behaviors in a specific context, whereas values represent general guidelines.”

Christian Homburg (1962) German academic

Source: "A multiple-layer model of market-oriented organizational culture", 2000, p. 451

“Little is known about the interface between separate marketing units and sales units. This article develops a multidimensional model of the marketing and sales interface. The model integrates a broad range of conceptual domains, including information sharing, structural linkages, power, orientations, and knowledge of marketing and sales. The authors empirically explore the conceptual model through a cross-industry study of 337 European Union–based companies. They identify five empirical archetypes of the marketing and sales interface. The taxonomy shows that the role and characteristics of marketing and sales vary a great deal. This finding challenges existing stereotypes about marketing and sales. Finally, the article explores organizational outcomes of the five configurations. The findings suggest that the most successful configurations are characterized by strong structural linkages between marketing and sales and a high extent of market knowledge in marketing.”

Christian Homburg (1962) German academic

Source: "Configurations of marketing and sales: a taxonomy", 2008, p. 133; Abstract

“Alongside their work on pure economic theory, the classical political economists engaged in a parallel project: to promote the forcible reconstruction of society into a purely market-oriented system.”

Michael Perelman (1939) American economist

Source: The Invention of Capitalism: Classical Political Economy and the Secret History of Primitive Accumulation (2000), p. 2

“Diving is relatively niche and not so market-oriented. It is one aspect that audiences like to watch, but in terms of participation, there will be fewer people participating.”

Chen Ruolin (1992) Chinese diver

"从跳台女皇转身裁判席，陈若琳对跳水造星难有了更深的体会" http://m.thepaper.cn/kuaibao_detail.jsp?contid=3109243&from=kuaibao

“It seems obvious, then, that the search for solutions to the problems generated by a predominantly privately owned market-oriented society has been and will continue to be a major element in the political agenda of every democratic country.”

Robert A. Dahl (1915–2014) American political scientist

After the Revolution? (1970; 1990), Ch. 3 : Democracy and Markets

“Faith in natural order and market efficiency forecloses a full normative assessment of market outcomes. … It effectively depoliticizes the market itself and its outcomes. It is only when the illusion of natural order is lifted that a real problem arises: that of the justice of the organizational rules and their distributional consequences.”

Bernard Harcourt (1963) American academic

Source: The Illusion of Free Markets: Punishment and the Myth of Natural Order (2011), p. 32

“Marketing Management: A Contemporary Perspective provides a fresh new perspective on marketing from some of the leading researchers in Europe. The book offers students and practitioners the comprehensive coverage they need to make the right decisions to create and implement highly successful marketing strategies. This exciting new book combines scholarly international research with relevant and contemporary examples from markets and brands across the world.
The authors combine their experience as researchers and industry consultants to provide the conceptual and theoretical underpinning of marketing and empirical research, helping students to understand how marketing concepts can be applied and implemented. The book covers a full range of industries including business-to-customer, business-to-business, services marketing, retailing and international marketing from companies around the globe.”

Christian Homburg (1962) German academic

Abstract 2009 edition.
Marketing management: A contemporary perspective, 2003

“Western culture is undergoing a process of transition from guilt-oriented, with a conscience, to shame-oriented, with a morbid fear of being found out.”

John Brunner book The Jagged Orbit

Source: The Jagged Orbit (1969), Chapter 3, “Spoolpigeon” (p. 10)

“In object-oriented analysis, we seek to model the world by identifying the classes and objects that form the vocabulary of the problem domain, and in object-oriented design, we invent the abstractions and mechanisms that provide the behavior that this model requires.”

Grady Booch (1955) American software engineer

Source: Object-oriented design: With Applications, (1991), p. 141

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Christian Homburg 18

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