Management action in developing market orientation: a report from a customer knowledge project at Volvo Cars

Abstract

Market orientation is an implementation construct. The inherent paradox is that as a matter of implementation, market orientation is actually hard to implement. This article, based on a study of a change initiative at Volvo Cars, discusses management challenges embedded in developing the market orientation of an organization. It is in much a matter of changed behaviour, i.e. changed actions and practices rather than procedures and proclamations. Managers and managerial actions play an important role. The case presented highlights both the difficulties and the opportunities of managers working in task forces to develop market orientation. The article argues that actions that reflect a willingness to experiment and not only to ‘break in’, is a prerequisite if alternatives models should take on, which in turn is necessary for developing market orientation.