A study of dynamics of market oriented organizational change

Abstract

Abstract: Based on the cross-case study, this paper presents a conceptual framework incorporating the dynamics of market oriented organizational change from the theoretical perspective of organizational change. Based on a questionnaire survey, the conceptual framework is empirically tested and the magnitudes of the impacts of dynamics factors are compared. This paper comes to the following conclusions: the context dynamics which consist of institutional environment pressures (including the strategic alliance, system certification, benchmarking, management consultancy and competitive pressure) drive precipitating dynamics on the level of top managers' perception and behavior (including the leader's demonstration effect and change awareness in crisis) on one hand, and facilitate enabling dynamics which consist of internal supporting systems (including inter-functional connectedness, formalization, market-based reward system, market-based training and use of IT) on the other hand, and finally improve the market oriented organizational change process. This study is the first kind of research which probes into the implementation issue of market orientation among Chinese firms by combining cross-case study and questionnaire survey. It contributes greatly to the literature of market orientation, organizational change, institution-based view and leadership theory, and also can provide relevant managerial implications for Chinese firms to implement market oriented changes.

Key words: market orientation, organizational change, strategy implementation, dynamics

CLC Number:

713.5

Zhang Jing, Duan Yanling. A study of dynamics of market oriented organizational change[J]. Science Research Management, 2013, 34(10): 109-117.

References

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