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Instituting the marketing concept in a multinational setting: The role of national culture

Instituting the marketing concept in a multinational setting: The role of national culture A growing concern among international marketing managers is how to increase the market orientation and thereby performance of their transnational organizations. This study broaches this issue by investigating how the marketing concept, the heart of the market orientation, may be established in a multinational setting and the effects of national culture on that process. From a wide array of literature, the authors construct a theoretical framework and propositions on how global organizations may transform this philosophy from an abstract platitude to an operational reality. Their findings suggest that the process consists of complex, interdependent steps—interpretation, adoption, and implementation of the marketing concept. Cultural values shape interpretation and facilitate or impede adoption and implementation. The overall framework and findings can be used to guide institutionalization of the marketing concept across the organizational span, in particular by anticipating culture-based reactions from international subsidiaries. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of the Academy of Marketing Science Springer Journals

Instituting the marketing concept in a multinational setting: The role of national culture

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References (214)

Publisher
Springer Journals
Copyright
Copyright © Academy of Marketing Science 2001
Subject
Economics / Management Science; Business/Management Science, general; Marketing; Social Sciences, general
ISSN
0092-0703
eISSN
1552-7824
DOI
10.1177/03079459994623
Publisher site
See Article on Publisher Site

Abstract

A growing concern among international marketing managers is how to increase the market orientation and thereby performance of their transnational organizations. This study broaches this issue by investigating how the marketing concept, the heart of the market orientation, may be established in a multinational setting and the effects of national culture on that process. From a wide array of literature, the authors construct a theoretical framework and propositions on how global organizations may transform this philosophy from an abstract platitude to an operational reality. Their findings suggest that the process consists of complex, interdependent steps—interpretation, adoption, and implementation of the marketing concept. Cultural values shape interpretation and facilitate or impede adoption and implementation. The overall framework and findings can be used to guide institutionalization of the marketing concept across the organizational span, in particular by anticipating culture-based reactions from international subsidiaries.

Journal

Journal of the Academy of Marketing ScienceSpringer Journals

Published: Jun 1, 2001

Keywords: Market Orientation; Power Distance; Uncertainty Avoidance; International Business Study; Marketing Concept

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