Market Orientation and Organizational Learning Capabilities

Morgan, Robert E.; Katsikeas, Constantine S.; Appiah‐Adu, Kwaku

doi:10.1362/026725798784959444

Cited by 74 publications

(43 citation statements)

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“…The literature supports firm reliance upon market orientation during the adoption of technological innovations to enhance organisational learning (Glazer, 1991;Hoffman and Novak, 1997;Morgan, Katsikeas and Appuh-Adu, 1998). Therefore, during Stage Two (see Figure 1) market-oriented firms should access the required 'how to' and 'principles' specialised knowledge needed to successfully adopt web-based commerce.…”

Section: Market Orientationmentioning

confidence: 97%

Small firm Internet adoption: opportunities forgone, a journey not begun

Jones

Hecker

Holland

2003

Journal of Small Business and Enterprise Development

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This paper explores the endeavours of five small firms to develop Web‐based commerce capabilities within their existing operations. The focus is on the strategic acquisition and exploitation of knowledge which underpins new value creating activities related to Web‐based commerce. A normative Web‐based commerce adoption model developed from a review of the extant literature related to electronic marketing, entrepreneurship, and the diffusion of new innovations was empirically tested. A multiple case study design enabled the exploration of contemporary marketing and entrepreneurship issues within the real life context of five small firms. The model aimed to emphasis best‐practice adoption methods emphasizing the value of a firm’s market orientation and entrepreneurial capabilities. A preliminary test of the model’s theoretical contentions lent support to its overall focus, but found that the firm’s existing learning capabilities were diminished during the adoption of Web‐based commerce, and that a lack of vision and prior knowledge produced sub‐optimal adoption outcomes.

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Section: Market Orientationmentioning

confidence: 97%

Small firm Internet adoption: opportunities forgone, a journey not begun

Jones

Hecker

Holland

2003

Journal of Small Business and Enterprise Development

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“…Considering orientations and attitudes as influencing factors of capabilities is in line with Foley and Fahy's (2004) and Verhoef and Leeflang's (2009) arguments which posit attitudinal aspects of MO as antecedents of capabilities development. Similar approaches have also been used relating to innovation capability (Akman & Yilmaz, 2008;Han et al, 1999), firm-level dynamic capability (Menguc & Auh, 2006, Yung-Ching & Tsui-Hsu, 2006, organizational learning capability (Morgan, Katsikeas, & Appiah-Adu, 1998), new product development capability (Baker & Sinkula, 2005), and collaboration capability (Hyvönen & Tuominen, 2007).…”

Section: Market Orientationmentioning

confidence: 99%

The impact of market orientation on the development of relational capabilities and performance outcomes: The case of Russian industrial firms

Smirnova

Naudé²,

Henneberg³

et al. 2011

Industrial Marketing Management

138

103

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The article investigates the role of market orientation as an antecedent for the development of relational capabilities and performance in Russian industrial firms. We test the direct role of different aspects of market orientation on business performance in comparison to an indirect and mediated influence via improving a firm's ability to become embedded in relational structures. The results of an empirical study demonstrate the differential impact of components of market orientation -customer orientation, competitor orientation, and interfunctional coordination -as direct and indirect antecedents of relational capabilities and thus subsequently of overall firm performance. It can be shown that in Russian industrial markets competitor orientation directly and positively impacts on performance, while the other two components of market orientation have only a mediated effect on performance via the development of relational capabilities.

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“…Since SFs that focus on ideas of rational searching also tend to create competitive advantage, through iterative, cumulative and cooperative relationships with external knowledge sources, that are not necessarily in close geographical, organizational and technological proximity (Morgan et al 1998), we argue that the external learning processes that characterize SFs adopting PCSQ-based competitive strategies are, therefore, also based on "strong" interfirm linkages that involve substantial knowledge-sharing, and the combination of complementary resources:…”

Section: Alignment Of External Knowledge Strategies With Competitive mentioning

confidence: 99%

Aligning Knowledge Strategy and Competitive Strategy in Small Firms

Bagnoli

Giachetti

2014

Journal of Business Economics and Management

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Abstract. Despite the claim of more and more scholars that there is a need to align knowledge strategies with competitive strategies, little research allows for more precise conceptualizations concerning this problem of inter-level strategic fit, and few have attempted an empirical investigation. This is especially true in the specific context of small firms (SFs), despite the fact, that their knowledge-based resources are more important than their property-based resources. This study aims to investigate, through a quali-quantitative analysis carried out on a sample of SFs in northeast Italy, the alignment between knowledge strategies and competitive strategies. We have identified two types of competitive strategies pursued by SFs, i.e. human resource-based (HR-based) and product and customer service quality-based (PCSQ-based). We have also identified two types of internal knowledge strategy, i.e. exploitation strategy of internal knowledge, and exploration strategy of internal knowledge, as well as two types of external knowledge strategy, i.e. exploitation strategy of external knowledge, and exploration strategy of external knowledge. Our findings reveal that SFs pursuing HR-based competitive strategies tend to adopt exploitation strategies of both internal and external knowledge, while firms pursuing PCSQ-based competitive strategies tend to adopt exploration strategies of both internal and external knowledge.

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Market Orientation and Organizational Learning Capabilities

Cited by 74 publications

References 0 publications

Small firm Internet adoption: opportunities forgone, a journey not begun

Small firm Internet adoption: opportunities forgone, a journey not begun

The impact of market orientation on the development of relational capabilities and performance outcomes: The case of Russian industrial firms

Aligning Knowledge Strategy and Competitive Strategy in Small Firms

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