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European Journal of Marketing
Emerald Article: The organizational barriers to developing market orientation Lloyd C. Harris

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To cite this document: Lloyd C. Harris, (2000),"The organizational barriers to developing market orientation", European Journal of Marketing, Vol. 34 Iss: 5 pp. 598 - 624 Permanent link to this document: http://dx.doi.org/10.1108/03090560010321956 Downloaded on: 25-12-2012 References: This document contains references to 87 other documents Citations: This document has been cited by 29 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 3549 times since 2005. *

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Lloyd C. Harris, (2000),"The organizational barriers to developing market orientation", European Journal of Marketing, Vol. 34 Iss: 5 pp. 598 - 624 http://dx.doi.org/10.1108/03090560010321956 Lloyd C. Harris, (2000),"The organizational barriers to developing market orientation", European Journal of Marketing, Vol. 34 Iss: 5 pp. 598 - 624 http://dx.doi.org/10.1108/03090560010321956 Lloyd C. Harris, (2000),"The organizational barriers to developing market orientation", European Journal of Marketing, Vol. 34 Iss: 5 pp. 598 - 624 http://dx.doi.org/10.1108/03090560010321956

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European Journal of Marketing 34,5/6 598
Received October 1998 Revised January 1999 Accepted July 1999

The organizational barriers to developing market orientation Cardiff Business School, Cardiff University, UK
Keywords Market orientation, Retailing, Corporate culture, Organizational behaviour, Organizational structure Abstract Although there has been much academic discussion of employee behaviours as potential barriers to market orientation, comparatively little attention has been focused on organizational barriers to market orientation. No single study has undertaken a holistic review of structural, strategic and systems impediments. The aim of this paper is to extend and synthesize existing research into the obstacles to market orientation by performing a holistic analysis of the organizational characteristics which influence the extent of market orientation in an organization. This paper begins with a brief review of existing research into the barriers to developing market orientation. After a discussion of research design and methodology, the summary findings of three in-depth case studies are presented and eight hypotheses are forwarded. Thereafter, the results of a survey of organizational barriers to market orientation are presented and the findings are discussed. The paper concludes with a number of implications for both strategic marketing and management theory and practice.

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