Corollaries of the collective: The influence of organizational culture and memory development on perceived decision-making context
Pierre Berthon, Leyland F. Pitt, Michael T. Ewing
Journal of the Academy of Marketing Science · 2001 · Volume 29 · Issue 2
Abstract
The market-focused learning organization continues to attract attention in the marketing literature. Two central and interrelated aspects of collective learning are organizational culture and memory. The relationship between culture and performance has been demonstrated both theoretically and empirically. This study investigates the influence of culture and organizational memory development on perceptions of managers’ decision-making context. Findings suggest that both organizational culture and memory influence marketing managers’ perceptions of decision-making context. Specifically, managers in externally focused cultures tend to perceive a relatively higher proportion of strategic problems than managers in internally focused cultures, and managers in organic process cultures tend to perceive a relatively higher proportion of unstructured problems than managers in mechanistic cultures. The implications for managerial practice are discussed and avenues for future research outlined.
Keywords
Organizational Culture, Market Orientation, Corporate Culture, Market Information, Organizational Memory
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