Previous research addressing market orientation from a cultural perspective has typically used
behavioral measures of this construct. Drawing upon literature in the fields of organizational
theory and marketing, the authors develop a multi-layer model of market-oriented organizational
culture. They draw an explicit distinction among values supporting market orientation, norms
for market orientation, artifacts indicating high and low market orientation, respectively, and
market-oriented behaviors. Based on qualitative research and a subsequent survey, scales for
measuring the different layers of market-oriented culture are developed. Relationships between
the different components of market-oriented culture are also analyzed. 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.
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