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| Content Provider | Springer Nature Link |
|---|---|
| Author | Kraus, Florian Lingenfelder, Michael Wieseke, Jan |
| Copyright Year | 2010 |
| Abstract | „Marktorientierung“ zählt zu den bedeutensten Konstrukten in der Marketingforschung in der letzten Dekade. Trotz der Masse an Forschungsarbeiten blieb die Frage, wie Marktorientierung in Unternehmen über die Hierarchieebenen hinweg implementiert werden kann, bislang unbeantwortet. Dieses kann u. a. auf den Erhebungsaufwand für notwendige Mehrebenenuntersuchungen zurück geführt werden. So wurden in fast allen bisherigen Studien ausschließlich Daten einer Hierarchieebene erhoben (i.d.R. auf Managementebene). Vor dem Hintergrund dieser Forschungslücke betrachtet dieser Beitrag die Fragestellung, inwieweit sich Marktorientierung über Hierarchieebenen – d. h. von Führungsebenen auf Kundenkontaktmitarbeiter – überträgt und welche Rahmenbedingungen diesen Transfer beeinflussen. Zur Überprüfung wird eine empirische Mehrebenenanalyse auf Basis eines großen Drei-Ebenen-Datensatzes durchgeführt. Zudem erfolgt eine Validierung anhand von objektiven Daten zum wirtschaftlichen Unternehmenserfolg. Im Ergebnis zeigt sich, dass die Übertragung der Marktorientierung von Top-Managern über Verkaufsmanager zu Kundenkontaktmitarbeitern keinesfalls einen Automatismus darstellt. Vielmehr gelingt diese vor allem dann, wenn die Marktorientierung der Führungskraft mit einem stark charismatischen Führungsstil einhergeht. Die Kombination eines hoch ausgeprägten charismatischen Führungsstils mit schwacher Marktorientierung erweist sich dagegen als kritisch. It is generally accepted that market orientation as a well-established marketing phenomenon influences the performance of companies. However, work investigating how market oriented behaviours of customer-contact employees can be influenced is conspicuous by its absence. This article is the first empirical multilevel study in this area, which simultaneously examines intralevel-effects (effects within the level of customer-contact employees, e.g. length of work experience, job satisfaction) as well as crosslevel-effects (effects which come from superordinate managers). Based on a large-scale three-level study, the results show that the transfer of top-managers’ market orientation via sales managers down to customer-contact employees is definitely not an automatism. In fact this market orientation cascade particularly succeeds, if the market orientation of superordinate managers comes along with intense charismatic leadership. All in all, the entire impact of crosslevel-variables on the market orientation of customer-contact employees is at least as comprehensive as the influence of intralevel variables. |
| Starting Page | 383 |
| Ending Page | 416 |
| Page Count | 34 |
| File Format | |
| ISSN | 00442372 |
| Journal | Zeitschrift für Betriebswirtschaft |
| Volume Number | 80 |
| Issue Number | 4 |
| e-ISSN | 18618928 |
| Language | English |
| Publisher | SP Gabler Verlag |
| Publisher Date | 2010-03-09 |
| Publisher Place | Wiesbaden |
| Access Restriction | One Nation One Subscription (ONOS) |
| Subject Keyword | Market orientation Charismatic leadership Multilevel analysis Crosslevel-effects Production/Logistics Personnel Management Accounting/Auditing Organization/Planning Management/Business for Professionals Business/Management Science |
| Content Type | Text |
| Resource Type | Article |
| Subject | Business and International Management Economics and Econometrics |
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