A case study of policing in Dublin’s North Inner City 2009-2016 As a consequence of the pressures for change in policing over many decades, an extraordinary consensus has emerged regarding the preferred orientation of policing towards a community/customer centric approach which is deemed to have performance improvement potential that would deliver better outcomes for external and internal stakeholders. Making the transition to the preferred orientation however, has been problematic for the police and has generally resulted in failure. What has been missing has been exploratory research that might go beyond the explanation of failure towards identifying a model or construct that may have the potential to facilitate such a transition. In this context, a marketing approach was identified as having relevance and was subsequently researched as a case study in the Garda Síochána Division of DMR North Central which is situated in Dublin’s North Inner city. The study examined and evaluated the antecedents and consequences associated with the deliberate engendering of a market-orientation in this case study setting and explored the effectiveness and reform potential of adopting such an approach. A qualitative approach including interviews with key external and internal participants (N=35) was supported by a quantitative approach (survey N=209 Internal Participants) as part of a sequential exploratory research process which identified significant performance improvement in the research setting thereby contributing to the market-orientation performance relationship theory, by extending the theory to a policing context. In addition, it confirmed a relative effect and hierarchical ordering of antecedents and identified that the change in orientation represented an adaptive challenge which could be facilitated by the adoption of a behavioural market-orientation construct. Further research opportunities emerged from this research, including: the potential for a deeper exploration of the complementor concept in a transformational policing context; the effects of context and positionality on the perceptions of stakeholders regarding the relative effect and/or hierarchical ordering of antecedents, and the nature and effect of causal mechanisms that act to preserve the status quo.