Rethinking market orientation through learning practices

Article

Murray, Peter A., Gray, David M., Carter, Leanne and Miller, Karen W.. 2012. "Rethinking market orientation through learning practices." International Journal of Organisational Behaviour. 17 (3), pp. 8-32.
Article Title

Rethinking market orientation through learning practices

ERA Journal ID21951
Article CategoryArticle
AuthorsMurray, Peter A. (Author), Gray, David M. (Author), Carter, Leanne (Author) and Miller, Karen W. (Author)
Journal TitleInternational Journal of Organisational Behaviour
Journal Citation17 (3), pp. 8-32
Number of Pages25
Year2012
Place of PublicationToowoomba, Australia
ISSN1440-5377
Web Address (URL)http://www.usq.edu.au/business-law/research/ijob/~/media/USQ/Business-Law/Journals/IJOB%20Vol%2017%203%20Paper%202.ashx
Abstract

The purpose of this paper is to rethink market orientation (MO) through learning practices. Organisational learning scholars prefer to categorise learning into modes, levels, and behaviours (Crossan & Berdrow 2003; Fiol & Lyles 1985; Miller 1996), which focuses research towards the type of management practices required for organisational success. Learning behaviour however is not the basis of market orientation. This research provides greater clarity about the role of learning in market orientation. Design/Methodology: Data was gathered from 202 Australian organisations through a web-based survey and analysed using PLS to test the relationships between learning behaviour and market orientation. The effects on MO on new product success, brand performance and innovation were also tested. Findings: The results indicate that method-based learning will be more evident for market driven behaviour. Conversely, emergent-based learning will be more evident for market driving behaviour. Both types of learning relate to market orientation (LTMO). Research Limitations/Implications: The relationship between LTMO and firm performance may not be easily generalised to other contexts and other managerial implications exist in relation to practice. Managers will need to consider folding learning behaviours into a marketed oriented culture. Originality/Value: It remains unclear both for scholars and practitioners how to unearth, create, and develop the type of marketing behaviours required for a firm to be either market driven or market driving and/or both. This paper examines the learning behaviours that underpin MO. It develops a new empirical model to test the idea that learning has a significant influence on market orientation.

Keywordsmarket orientation; learning types; organisational learning
ANZSRC Field of Research 2020350606. Marketing research methodology
350303. Business information systems
390409. Learning sciences
Public Notes

© P Murray, D Gray, L Carter & K Miller. Authors retain copyright of their own materials. The IJOB, however, requests authors to provide clearance that materials may be used for educational purposes.

Byline AffiliationsSchool of Management and Marketing
Macquarie University
Institution of OriginUniversity of Southern Queensland
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