Beth Ann Martin

Implementing a Market Orientation in Small Manufacturing Firms: From Cognitive Model to Action

Using in‐depth interviews of the CEO/Presidents of 21 small manufacturing firms, this research explored how leaders with a high market‐oriented cognitive model have intentionally pursued the implementation of that model and how their activities differed from leaders with a low market‐oriented cognitive model. Results indicated that leaders in high market‐oriented organizations appeared to be working from cognitive models that reflected market‐oriented values, and norms consistent with those suggested by Homburg and Pflesser. Additionally, results indicated strong consistencies across firms in the mechanisms used by leaders to implement their high market‐oriented cognitive models and different but equally strong consistencies in the mechanisms used by leaders to implement their low market‐oriented cognitive models. Structurally, high market‐oriented leaders expressed less departmentalization than low market‐oriented firms, used some form of internal customer/supplier networks, had very open communication systems, and established performance management systems designed to initiate and reward market‐oriented behaviors among employees.

Combined Effects of Normative Information and Task Difficulty on the Goal Commitment-Performance Relationship

The role of normative information, task difficulty and goal commitment on task performance in an assigned goal condition was investigated in a laboratory study using 209 student volunteers. The experiment was a 2 (task difficulty) by 2 (normative information) factorial design. All subjects received assigned difficult goals and normative information indicating how previous individuals had performed on one of two versions of an anagram task (easy or difficult) after which subjects indicated their goal commitment and completed anagrams for a short work period. Results indicated a significant 3-way interaction (task difficulty, normative information and goal commitment) on task performance. Findings suggest that goal commitment moderates the effects of normative information and task difficulty on task performance.

Building a Market-Oriented Organizational Environment: An Implementation Framwork for Small Organizations

The strong link between a market orientation and performance in small organizations rests on the organization’s ability to use its market‐oriented culture to create a sustainable competitive advantage. To do this requires the firm to build and maintain a strong market orientation. Using an internal customer‐internal supplier perspective, this paper identifies a framework for implementation that an organization can undertake to create a market‐oriented workforce. The foundation for the framework is the development of dyadic relationships between internal customers and suppliers. The implementation structure relies on a performance management system that rewards behaviors appropriate for the establishment of a market‐oriented culture.

An examination of individual differences in the relation of subjective goal difficulty to performance in a goal‐setting model

A laboratory study investigated individual differences in the role of subjective goal difficulty as a mediating variable in a goal‐setting framework. A moderate or difficult anagram goal was assigned to participants based on individual task ability level. For individuals receiving a difficult goal 3 mediating relations and 1 moderator were found. For individuals receiving only moderately difficult goals, only 1 mediating relation was supported. Results are discussed with respect to goal‐setting theory.