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An explanation of how a collectivist culture underpins the marketing strategy process in Japanese and South Korean electronics companies

Yang-Im Lee|Peter R.J. Trimm
한국마케팅과학회 (Korean Scholars of Marketing Science)|2013.06|Journal of Global Scholars of Marketing Science(마케팅과학연구) (全球营销科学学报)|제23권 제3호|pp. 314-337|DOI http://dx.doi.org/10.1080/21639159.2013.791551

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culturestrategycommunication关系文化交流marketingorganizational learning战略营销relationships组织内学习
주제분류경영학

초록

This paper examines the link between organizational learning and the development of marketing strategy in the context of a collectivist organizational culture. The work is based on an extensive literature review and the development of a number of propositions and involved a limited number of in-depth, personal interviews with senior managers in a Japanese electronics company and a South Korean electronics company based in the UK. The research findings suggest that in a collectivist organizational culture, senior managers ensure that the organizational learning concept is understood and that trust-based relationships are developed that result in mutuality. The concept of organizational learning is underpinned by the relationship marketing concept and, as a consequence, marketing staff are committed to providing a high level of customer service. By understanding better the role that organizational learning plays,it is possible to incentivize marketing personnel and get them to devise unique marketing solutions to recurring marketing problems. An in-depth appreciation of the operational commonalities and the differences between a global Japanese electronics company and a global South Korean electronics company will provide insights that allow managers based in organizations with an individualistic organizational culture to establish beneficial partnership arrangements with such organizations.

Abstract

This paper examines the link between organizational learning and the development of marketing strategy in the context of a collectivist organizational culture. The work is based on an extensive literature review and the development of a number of propositions and involved a limited number of in-depth, personal interviews with senior managers in a Japanese electronics company and a South Korean electronics company based in the UK. The research findings suggest that in a collectivist organizational culture, senior managers ensure that the organizational learning concept is understood and that trust-based relationships are developed that result in mutuality. The concept of organizational learning is underpinned by the relationship marketing concept and, as a consequence, marketing staff are committed to providing a high level of customer service. By understanding better the role that organizational learning plays,it is possible to incentivize marketing personnel and get them to devise unique marketing solutions to recurring marketing problems. An in-depth appreciation of the operational commonalities and the differences between a global Japanese electronics company and a global South Korean electronics company will provide insights that allow managers based in organizations with an individualistic organizational culture to establish beneficial partnership arrangements with such organizations.

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