Abstract
Recent studies have demonstrated effects of learning orientation or market orientation on innovation-driven organizational performance. While these studies have enhanced our understanding of innovation processes in the firm, they have been unable to determine the relative contribution of learning orientation and market orientation to innovation. The integration of these two fundamental strategic orientations in this research enables such an assessment. The model in this research also measures the degree to which market orientation and learning orientation influence organizational performance, independent of their effect on product innovation. The most notable finding is the potential preeminence of learning orientation over market orientation. The implications are of critical importance to marketers because they provide insights into the type of organizational culture that is associated with high levels of performance.
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Baker, W.E., Sinkula, J.M. Learning Orientation, Market Orientation, and Innovation: Integrating and Extending Models of Organizational Performance. Journal of Market-Focused Management 4, 295–308 (1999). https://doi.org/10.1023/A:1009830402395
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DOI: https://doi.org/10.1023/A:1009830402395