Abstract
To gain competitive advantages, companies expect their sales forces to execute selling strategies consistent with their market-oriented culture. Drawing on understandings of market orientation, organizational communication, and role theory, the author develops an integrated framework demonstrating the performance impact of individual market orientation (IMO) through formal and informal communications. This article also considers the moderating effects of role ambiguity and role conflict in the IMO–performance relationship. Five propositions are developed to bring new insights to these complex and important relationships and to encourage future research into the nature of frontline communication in the implementation of market orientation.