Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination

1998 ◽  
Vol 62 (3) ◽  
pp. 42-54 ◽  
Author(s):  
Robert F. Hurley ◽  
G. Tomas M. Hult
Keyword(s):  
Decision Making ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
Conceptual Framework ◽  
Federal Government ◽  
Market Orientation ◽  
Empirical Examination ◽  
Learning Development ◽  
The U.S

Research on market orientation and organizational learning addresses how organizations adapt to their environments and develop competitive advantage. A significant void exists in current models of market orientation because none of the frameworks incorporates constructs related to innovation. The authors present a conceptual framework for incorporating constructs that pertain to innovation in market orientation research. Some of the critical relationships in this conceptual framework are tested among a sample of 9648 employees from 56 organizations in a large agency of the U.S. federal government. The results indicate that higher levels of innovativeness in the firms’ culture are associated with a greater capacity for adaptation and innovation (number of innovations successfully implemented). In addition, higher levels of innovativeness are associated with cultures that emphasize learning, development, and participative decision making. The authors make recommendations for incorporating constructs related to innovation into research on market orientation and organizational learning.

Market Orientation and the Learning Organization

1995 ◽  
Vol 59 (3) ◽  
pp. 63-74 ◽  
Author(s):  
Stanley F. Slater ◽  
John C. Narver
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Market Orientation ◽  
Learning Organization ◽  
Management Practices ◽  
Learning Organizations ◽  
Improve Performance ◽  
New Knowledge

Effective organizations are configurations of management practices that facilitate the development of the knowledge that becomes the basis for competitive advantage. A market orientation, complemented by an entrepreneurial drive, provides the cultural foundation for organizational learning. However, as important as market orientation and entrepreneurship are, they must be complemented by an appropriate climate to produce a “learning organization.” The authors describe the processes through which organizations develop and use new knowledge to improve performance. They propose a set of organizational elements that comprise the learning organization and conclude with recommendations for research to contribute to the understanding of learning organizations.

Conclusion: The Political Prosecutor Today and Tomorrow

2021 ◽  
pp. 193-206
Author(s):  
Christina L. Boyd ◽  
Michael J. Nelson ◽  
Ian Ostrander ◽  
Ethan D. Boldt
Keyword(s):  
Decision Making ◽  
Empirical Study ◽  
Federal Government ◽  
The Political ◽  
Political Factors ◽  
Continuity And Change ◽  
Law And Politics ◽  
The World ◽  
The U.S ◽  
Trump Administration

We conclude the book by summarizing our key analysis and findings and drawing general conclusions about the expansive role that politics plays in the administration of federal justice. In doing so, we reflect on the broad conclusions about how political factors affect federal prosecutorial staffing and decision-making. We examine continuity and change in these themes during the Trump Administration and speculate about these trends in the coming years. We also discuss opportunities for further research and potential reform, arguing that the empirical study of prosecution is a topic ripe for further inquiry by those interested in the law and politics of the U.S. federal government, the states, and legal systems around the world.

The Supreme Court Decision Making Process

2016 ◽  
Author(s):  
Timothy R. Johnson
Keyword(s):  
Decision Making ◽  
Supreme Court ◽  
Federal Government ◽  
Political Institutions ◽  
Supreme Court Decision ◽  
Court Decision ◽  
Decision Making Process ◽  
Political Issues ◽  
Separated Powers ◽  
The U.S

The U.S. Supreme Court is but one of three political institutions within the structure of the U.S. federal government. Within this system of separated powers it rules on the constitutionality of some of the nation’s most important legal and political issues. In making such decisions, the nation’s highest court may be considered the most powerful of the three branches of the U.S. federal government. Understanding this process will allow scholars, students of the Court, and Court watchers alike to gain a better understanding of the way in which the justices conduct their business and to come to terms with some of the most important legal and political decisions in our nation’s history. Combining a theoretical account of Supreme Court decision-making with an examination of its internal decision-making process illuminates this opaque institution.

Achieving sustainable competitive advantage through green entrepreneurial orientation and market orientation

2019 ◽  
Vol 32 (1) ◽  
pp. 2-15 ◽  
Author(s):  
Aluisius Hery Pratono ◽  
Noviaty Kresna Darmasetiawan ◽  
Ananta Yudiarso ◽  
Bok Gyo Jeong
Keyword(s):  
Organizational Learning ◽  
Competitive Advantage ◽  
Market Orientation ◽  
Entrepreneurial Orientation ◽  
Well Being ◽  
Partial Least Square ◽  
Least Square ◽  
Sustainable Competitive Advantage ◽  
Content Type

Purpose This paper aims to examine the role of the inter-organizational learning contributing in transforming the green entrepreneurial orientation and market orientation to the improvement of sustainable competitive advantages. Design/methodology/approach The structural equation model was established to explain the complex relationship between green entrepreneurial orientation, market orientation and sustainable competitive advantage. To test the hypothesis, this study used partial least square with data from a survey of 280 firms. Findings There is a strong tendency that the inter-organizational learning plays a pivotal role as an intervening variable that operates by receiving the input from green entrepreneurial orientation and market orientation, which plays as the exogenous construct. Hence, the greater inter-organizational learning leads the firms to achieve the greater sustainable competitive advantage. Originality/value This study extends the discussion on how organization should contribute to the well-being of the economic, social and environmental system by investigating the role of inter-organizational learning in achieving the sustainable competitive advantage.

scholarly journals Peran Daya Saing Kultural dan Kapabilitas Dinamik dalam Meningkatkan Kinerja Organisasional

2012 ◽  
Vol 3 (2) ◽  
pp. 777
Author(s):  
Agustinus Dedy Handrimurtjahjo ◽  
Engkos Achmad Kuncoro
Keyword(s):  
Organizational Learning ◽  
Conceptual Framework ◽  
Organizational Performance ◽  
Market Orientation ◽  
Entrepreneurial Orientation ◽  
Dynamic Capabilities ◽  
The Other ◽  
Mediating Role ◽  
Positive Effect ◽  
Different Levels

This paper develops a conceptual framework for intended study which will examine the effect cultural competitiveness on dynamic capabilities and organizational performance. Previous study argued that four variables of Cultural Competitiveness (entrepreneurship, innovativeness, market orientation and organizational learning) have a direct effect on organizational performance. Meanwhile, the other study argued that dimensions of entrepreneurial orientation have a significantly positive effect on dynamic capabilities to different extents, while organizational learning, which has significantly positive effect on dynamic capabilities, plays a partial mediating role between the two. These findings indicate that companies can build dynamic capabilities through different levels of organizational learning in the context of innovative and proactive atmosphere.

Study on the Path and Mechanism of Evolution of Competitive Advantage of Chinese Auto Enterprises

2015 ◽  
pp. 154-166
Author(s):  
Li Pang
Keyword(s):  
Social Capital ◽  
Organizational Learning ◽  
Competitive Advantage ◽  
Conceptual Framework ◽  
Social Capital Theory ◽  
Technological Evolution ◽  
Capital Theory ◽  
Validity Testing ◽  
Catching Up ◽  
Enterprise Technology

Based on reviewing resource theory, social capital theory, organizational learning, and technological evolution and related theories, and analyzing of environments that auto mobile enterprises in China face, the authors put forward a conceptual framework of competitive advantage and technology catching up of Independent Brand automobile enterprises in China. The model indicates that market identifying capability, technology identifying capability, resource mobilization (or configuration) capability, and organizational learning are four key components of competitive advantage automobile enterprises in China are pursuing. The four factors jointly affect the performance of latecomer auto enterprises catching up. Then, a validity testing for the model is performed by the practice in Independent Brand automobile enterprises in China. In the end, the authors draw the implications of the model for Chinese independent brand automobile enterprise technology catching up.

Strategic Innovation, Market Orientation Toward SMEs Performance In Indonesia Mediated by Competitive Advantage

2019 ◽  
Vol 118 (4) ◽  
pp. 35-44
Author(s):  
Mohammad Mabrur Taufik ◽  
Surachman ◽  
Mintarti Rahayu ◽  
Ananda Sabil Huesein
Keyword(s):  
Competitive Advantage ◽  
Market Orientation ◽  
Positive Correlation ◽  
Purposive Sampling ◽  
Strategic Innovation ◽  
Equation Modelling

This research applied sctructural equation modelling (SEM-AMOS) withtotal of 126 respondentsowners of  SMEs in Indonesia. Metodhs used is non probability purposive sampling. Conclusion of this research were: market orientation and startegic innovationhave positive correlationstoward SMEs' performancein Indonesia; secondly: market orientation and strategic innovation have no positive correlation toward SMEs' performance in Indonesia mediated by competitive advantge which contradicted previous reserach (Taufik, 2018).

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