Developing a Marketing Culture

  • Michael J. Baker


The issues to be addressed in Chapter 19 include:
  1. 1

    The relationship between organisational structure and strategy formulation.

  2. 2

    The influence of business functions on business orientations.

  3. 3

    The concepts of organisational climate, corporate personality and culture as factors affecting business organisation and practice.

  4. 4

    The development of a marketing-orientated organisation.

  5. 5

    The notions of corporate vision, mission and strategic intent.

  6. 6

    Implementing marketing.



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Notes and References

  1. 1.
    P. Doyle, ‘What are the Excellent Companies?’, Journal of Marketing Management, 8(2) (April 1992).Google Scholar
  2. 2.
    Cambridge, Mass.: MIT Press (1962).Google Scholar
  3. 3.
    Helmy H. Baligh and Richard M. Burton, ‘Marketing in Modernisation-The Marketing Concept and the Organisation’s Structure’, Long Range Planning, 12 (April 1979) pp. 92–6.CrossRefGoogle Scholar
  4. 4.
    Edward S. McKay, The Marketing Mystique (New York: American Management Association, 1972).Google Scholar
  5. 5.
    Robert H. Hayes and William J. Abernathy, ‘Managing our Way to Economic Decline’, Harvard Business Review (July-August 1980).Google Scholar
  6. 6.
    Renato Tagiuri and George H. Litwin (eds) Organisational Climate (Cambridge, Mass.: Harvard Business School, 1968).Google Scholar
  7. 7.
    Michael J. Baker, Marketing New Industrial Products (London: Macmillan, 1975).Google Scholar
  8. 8.
    T. L. Burns and G. M. Stalker, The Management of Innovation (London: Tavistock Publications, 1961).Google Scholar
  9. 9.
    Paul R. Lawrence and Jay W. Lorsch, ‘Differentiation and Integration in Complex Organisations’, Administrative Science Quarterly 12(1) (June 1967) pp. 1–47.CrossRefGoogle Scholar
  10. 10.
    F.A. Johne, ‘Innovation, Organisation and the Marketing of High Technology Products’, Ph.D. dissertation, University of Strathclyde, Department of Marketing (1982).Google Scholar
  11. 11.
    R. H. Hayes and W. J. Abernathy, ‘Managing Our Way to Economic Decline’, Harvard Business Review (July-August 1980).Google Scholar
  12. 12.
    T. Peters and R. Waterman, In Search of Excellence (New York: Harper & Row, 1982).Google Scholar
  13. 13.
    American Sociological Association.Google Scholar
  14. 14.
    Howard Schwartz and M. Stanley Davis, ‘Matching a Corporate Culture and Business Strategy’, Organizational Dynamics (Summer 1981).Google Scholar
  15. 15.
    Edward S. McKay, The Marketing Mystique (New York: American Management Association, 1972).Google Scholar
  16. 16.
    Warren Bennis and Burt Nanus, Leaders: The Strategies for Taking Charge (New York: Harper & Row, 1985).Google Scholar
  17. 17.
    ‘Brief Case: Mission, Vision and Strategic Intent’.Google Scholar
  18. 18.
    (May-June 1989).Google Scholar
  19. 19.
    ‘Mission Statements: Selling Corporate Values to Employees’, Long Range Planning, 24(3) (June 1991).Google Scholar
  20. 20.
    Philip Selznick, ‘Conclusion’, in Leadership in Administration (New York: Harper & Row).Google Scholar
  21. 21.
    P.F. Drucker, Management Tasks, Responsibilities and Practices New York: Harper & Row, 1974).Google Scholar
  22. 22.
    T. Levitt, ‘Marketing Myopia’, Harvard Business Review (July-August 1960) p. 45.Google Scholar
  23. 23.
    F. R. David, ‘How companies define their mission’, Long Range Planning, 22 (February 1989).Google Scholar
  24. 24.
    New York: Thorsens (1991).Google Scholar

Copyright information

© Michael J. Baker 1992

Authors and Affiliations

  • Michael J. Baker

There are no affiliations available

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