AN INVESTIGATION OF THE ORGANISATIONAL ARTIFACTS IN MARKET ORIENTED FIRMS

Introduction This research proposes to develop an understanding of artifacts as a component of market oriented organisational culture (Turner and Spencer, 1997; Homburg and Pflesser, 2000). More specifically, the elements of... [ view full abstract ]

Introduction

This research proposes to develop an understanding of artifacts as a component of market oriented organisational culture (Turner and Spencer, 1997; Homburg and Pflesser, 2000). More specifically, the elements of market orientated artifacts; stories, arrangements, rituals and language as identified by Homburg and Pflesser (2000). Academics have argued that the importance of artifacts is their ability to indicate the degree to which an organisation is market oriented (Homburg and Pflesser, 2000; Farrell, 2005). Furthermore, artifacts have been argued to have symbolic meaning because they strengthen the degree of market oriented behaviours in the organisation (Homburg and Pflesser, 2000). However, at this point research relating to the artifacts of a market oriented culture is limited (Farrell, 2005; Byrne, 2014; Tiernan, 2015).

 Research Aim

The research aim is to examine the organisational artifacts in a market oriented firm. Specifically, the elements of artifacts: stories; arrangements; rituals; language (Homburg and Pflesser, 2000). Moreover, the nature and influence of artifacts in market oriented firms will be examined.

 
Theoretical Background

Artifacts were introduced into the organisational culture literature by Schein in (1984). Since then academics have put forward various definitions and categorisations of artifacts (Schein, 1984; Rousseau 1990; Hatch, 1993; Brown, 1998).  However, what is evident in most of these definitions and categorisations is that artifacts are identified as visible manifestations of an organisation’s culture - they can be seen, heard and felt (Schein, 1984; Rousseau 1990; Hatch, 1993; Brown, 1998).

Furthermore, academics have also put forward arguments relating to their importance as a component of organisational culture. For instance, Trice and Beyer (1984) and Schein (1984) argue that artifacts can be used as a powerful guide for understanding an organisation’s culture. Whereas Higgins and McAllaster (2003) argue that the importance of artifacts is not only in the understanding of an organisation’s culture, but also for managing and changing an organisation’s culture. They further add that cultural artifacts can help reinforce desired changes in behaviour so that it supports the new values and norms. Similarly, Shrivastava (1985) argues that artifacts can be used as a tool for integrating strategy in organisations. Whereas May (2001) argues that artifacts can be used as a tool if you want to spread a certain type of culture throughout your organisation (May, 2001). Thus, the importance of organisational artifacts is evident.

In addition, Harris (1996) explains that artifacts are context dependent which means they will differ depending on what type of organisational culture and subcultures are present in the organisation. For this reason, it would be impossible to create an exhaustive list of artifacts. Harris (1996) further adds that to obtain an in-depth understanding of artifacts in an organisation whose culture is market oriented, one would have to examine the artifacts of a market oriented culture (Homburg and Pflesser, 2000; Farrell, 2005; Byrne, 2014; Tiernan, 2015).

Market oriented artifacts have been identified in the literature as a component of a market oriented organisational culture with four distinguishable categories; stories, arrangements, rituals and language (Homburg and Pflesser, 2000). The importance of these categories of artifacts for market orientation is that they have been found to have an influence on the degree of market orientation and play a crucial role in determining behaviour within an organisation.  (Homburg and Pflesser, 2000; Byrne, 2014; Tiernan, 2015). Furthermore, their importance has been noted in the literature as indicators of the level of market orientation and are central to the development of a market oriented organisational culture. Moreover, market oriented artifacts have been found to embody an organisation’s culture by preserving and communicating the values and beliefs that encourage market oriented practices (Farrell, 2005 cited in Griffiths and Grover 1998, p. 314).

However, there is a limited amount of literature specifically relating to the categories of artifacts; stories, arrangements, rituals and language and their nature and influence in a market oriented firms. It is therefore not surprising that academics have called on other researchers to develop a deeper understanding of market oriented artifacts (Homburg and Pflesser, 2000; Farrell, 2005; Byrne, 2014; Tiernan, 2015).

Thus, considering the importance of artifacts as a component of a market oriented culture and the scant amount of literature, this study will investigate the nature and influence of artifacts in a market oriented firm. Therefore, the following question has been put forward:

Research Question
What is the nature and influence of artifacts in a market oriented firm?
 
Research Design/Approach

The population of interest chosen were organisations in Ireland who showed characteristics of market orientation. The sample selected to represent the population of interest was organisations who were nominated or won the Carlow Chambers of Commerce Awards 2017. These organisations were judged by the peers as successful and thus arguably market oriented. Furthermore, this sample frame has been used previously for representing the population of interest of market oriented organisations in Ireland (Byrne, 2014).

When selecting participants for the study this researcher found that previous studies have indicated the importance of selecting key participants with different functions in the organisation to establish more an informed view of market orientation (Kohli et al.,1993; Homburg and Pflesser, 2000; Harris, 2002). Therefore, the targeted key informants included human resource managers, marketing managers and customer facing employees of the five organisations selected.

Data was collected qualitatively using three research methods; document analysis, direct observation and interviews. Semi-structured interviews were the main source of data collection. A total of 16 interviews across the five selected organisations were conducted over a three-month period from December 2017 to February 2017.

In addition to the conducting interviews photos were taking of artifacts in the participating organisations and documents were analysed such as the organisations mission statement and employee handbook.

Findings

Preliminary investigation through initial data collection supports the view that the elements of artifacts: stories; arrangements; rituals; language identified by Homburg and Pflesser (2000) exist in market oriented firms. Furthermore, these artifacts have been found to encourage market oriented behaviours, encompass the organisations values and norms and act as a symbolic representation of the organisations culture. It was also evident from initial data collection that artifacts varied from one organisation to other supporting the argument put forward by Harris (1996) that artifacts are context dependent and vary from one organisation to the next. More developed findings will be presented in the final paper.

Research Implications

Conclusions were drawn to make recommendations to organisations based on the use of artifacts for encouraging market oriented behaviours, for reinforcing a market oriented culture and encouraging market oriented strategy. Furthermore, this research will add to the body of literature in the area of marketing management and strategic management. 

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