Learning orientation and market orientation

Abstract

PurposeThe paper investigates the relationships among learning orientation (LO), market orientation (MO), human resource practices (HRPs) and innovation and their association with organisational performance. The aim is to show that HRPs and innovation are important mechanisms for transmitting the benefit of LO and MO into performance outcomes.Design/methodology/approachBuilding on extensive literature, a model of the relationships is developed and empirically tested using survey data collected from 220 businesses. Data are analysed through structural equation modelling and/or path modelling. The primary aim is to assess direct, indirect and total effects of LO and MO on performance outcomes through HRPs and innovation (conceptualised as administrative, process and product innovation) as mediators. The study carefully traces the effects of each variable to distinguish between indirect effects and mediated effects.FindingsHRPs are a major mechanism for transmitting the benefits of LO and MO. In some models this is even more important than innovation. The results also suggest that LO should be viewed as exploration while MO is the interface between exploration and exploitation and, finally, HRPs and innovation must be viewed as exploitation or implementation issues.Practical implicationsThe study suggests that marketers should include HRPs in models of LO, MO, and innovation to enhance the explanations of these to organisational performance. This study suggests HRPs and innovation are important mediators.Originality/valueThe paper suggests that marketers need to consider the impact of HRPs on achievement of marketing goals and organisational performance.

Adhocracy Culture Support and Leader’s Working Creativity

“…Indicators that are used to measure the strength of cohesive freedom value are adapted from [13], [16], [38], [39] and consist of (scfv1) having a strong belief, (scfv2) having the authority, (scfv3) having a freedom to be creatively judgment, (scfv4) closed communication flow with the inferior, (scfv5) the emergence of group's new ideas. Learning commitment indicators are adapted from [31], [40]- [43] and consist of (lc1) willingness to study, (lc2) willingness to follow the training, (lc3) doing reformation, (lc4) the new suggestion openness, (lc5) performing comparative study. Meanwhile indicators that are used to measure the leader's working creativity are adapted from [44]- [46].…”

Strategic Orientations and SME Performance: Moderating Effect of Absorptive Capacity of the Firm

“…Scholars have considered that both market orientation and entrepreneurial orientation have positive influence on firm performance (Slater & Narver, 2000;Lin, Peng, & Kao, 2008;Reijonena & Komppulab, 2010;Fauzul, Takenouchi, & Yukiko, 2010;Chandrakumara, De Zoyza, & Manawaduge, 2011;Wang, 2008). Although market orientation has been found to be positively related to sustainable competitive advantage (Aziz & Yassin, 2010) and innovation performance (Mavondo, Chimhanzi, & Stewart, 2005), a number of studies have also proven that market orientation is a poor predictor SME performance and even detrimental when the demand uncertainty is at a higher level (Gao, Zhou, & Yim, 2007;Ledwith & Dwyer, 2009 Vol. 10, No.…”

Innovation behaviour and the use of research and extension services in small-scale agricultural holdings

“…We hypothesize that farmers' MO acts as an antecedent of actual innovation behaviour (Hurley & Hult, 1998;Mavondo et al, 2005), in line with the idea that responding to market conditions involves doing something new or different (Kohli & Jaworski, 1990). Baker & Sinkula (1999) argue that MO is an input for the innovation process.…”