Applying Islamic market‐oriented cultural model to sensitize strategies towards global customers, competitors, and environment

Abstract

PurposeThe purpose of this conceptual paper is to attempt to introduce an Islamic market‐oriented cultural model to illustrate the role of market orientation within an Islamic culture.Design/methodology/approachThe paper proposes an Islamic‐based view of a market‐oriented cultural model that aims to help understand how cultural principles, practices, and values are discussed within an Islamic culture, and subsequently understand the effects of this view on the market performance of the exporting firms. Reviews of literature in market orientation and cultural values served as a foundation for the development of the conceptual arguments. The model is adapted from several market orientation and cultural frameworks including Homburg and Pflesser, Hofstede, and Schein.FindingsNational culture, which underlines employee's cultural values, attitudes, and beliefs, has a profound impact on organizations and thus its impact on market performance should not be underestimated.Research limitations/implicationsSince the paper presents only the conceptual framework, it does not include empirical validation of the argument. Further empirical research could be carried out in order to validate the arguments presented in this paper.Practical implicationsIn response to increased global competition, firms need to employ effective international marketing strategies in order to enhance performance. When exporting halal products, managers need to comply with Islamic guidelines, practices, and standards that serve as the main criteria by which Muslim's customers' needs and preferences are met.Originality/valueThe conceptual framework integrates market orientation with Islamic cultural values. The discussion strengthens the need for firms to apply an Islamic market‐oriented cultural model when they deal with customers in Muslim countries.