Mahmoud, M.A.Kastner, A.N.A.Akyea, K.S.2019-05-102019-05-102011-12Mahmoud, M., Kastner, A. & Akyea, K. J Financ Serv Mark (2011) 16: 316. https://doi.org/10.1057/fsm.2011.26Volume 16, Issue 3–4, pp 316–334https://doi.org/10.1057/fsm.2011.26http://ugspace.ug.edu.gh/handle/123456789/29929The positive impact of market orientation has been agreed upon generally, yet few studies have focused explicitly on its implications for banks. Based upon a case study involving the top four banks in Ghana (that is, 'quartile one' banks), this article examines the incidence of market orientation in banks. Research evidence was obtained from in-depth face-to-face interviews of eight managers and questionnaires completed by 109 managers. Qualitative data were analysed deductively and the quantitative data were analysed using univariate and multivariate techniques. The interview results highlight that customer orientation seems to dominate the patterns of bank market orientation while the descriptive statistics show strong emphasis on intelligence dissemination. From the regression results, top management emphasis, market-based reward systems and interdepartmental coordination are the essential internal values for developing market orientation in Ghanaian banks. It is found that market orientation is a significant factor for achieving high levels of employees esprit de corps and customer satisfaction, which are particularly viable for banks facing severe competition, technological turbulence and operate in a weak economy. It suggests that without competition, technological turbulence and weak general economy, market orientation is an insignificant factor for business success. Discussions, managerial implications and avenues for further studies are provided. © 2011 Macmillan Publishers Ltd.en' Quartile one' banksBank performanceGhanaMarket orientationArticle