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Developing a Market†Oriented Learning Organisation

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  • Mark A. Farrell

    (School of Management, Charles Sturt University, Wagga Wagga, PO Box 588, NSW 2678. Email: mfarrell@csu.edu.au)

Abstract

This study integrates the constructs of organisational change strategies, market orientation, top management behaviour, leadership style, learning orientation and business perfor Mance. A survey was sent to the top 2,000 organisations within Australia, as defined by annual revenue. Data was analysed using two†stage least squares regression (2SLS). Findings indicate that both planned and emergent change strategies significantly influence market orientation. Results also indicate that top management behaviour, and leadership style significantly impact on a learning orientation. Finally, results indicate that a market orientation is positively related to a learning orientation and that a learning orientation has a stronger significant positive effect on business perfor Mance than does a market orientation.

Suggested Citation

  • Mark A. Farrell, 2000. "Developing a Market†Oriented Learning Organisation," Australian Journal of Management, Australian School of Business, vol. 25(2), pages 201-222, September.
    • Handle: RePEc:sae:ausman:v:25:y:2000:i:2:p:201-222
    DOI: 10.1177/031289620002500205
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    References listed on IDEAS

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    1. Lukas, Bryan A. & Hult, G. Tomas M. & Ferrell, O. C., 1996. "A Theoretical Perspective of the Antecedents and Consequences of Organizational Learning in Marketing Channels," Journal of Business Research, Elsevier, vol. 36(3), pages 233-244, July.
    2. Kenneth Bollen, 1996. "An alternative two stage least squares (2SLS) estimator for latent variable equations," Psychometrika, Springer;The Psychometric Society, vol. 61(1), pages 109-121, March.
    3. Armstrong, J. Scott & Overton, Terry S., 1977. "Estimating Nonresponse Bias in Mail Surveys," MPRA Paper 81694, University Library of Munich, Germany.
    4. Boas Shamir & Robert J. House & Michael B. Arthur, 1993. "The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory," Organization Science, INFORMS, vol. 4(4), pages 577-594, November.
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    Cited by:

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    2. Adams, Pamela & Bodas Freitas, Isabel Maria & Fontana, Roberto, 2019. "Strategic orientation, innovation performance and the moderating influence of marketing management," Journal of Business Research, Elsevier, vol. 97(C), pages 129-140.
    3. van der Voet, Joris, 2014. "The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure," European Management Journal, Elsevier, vol. 32(3), pages 373-382.
    4. Schlosser, Francine K. & McNaughton, Rod B., 2007. "Individual-level antecedents to market-oriented actions," Journal of Business Research, Elsevier, vol. 60(5), pages 438-446, May.
    5. Casaló, Luis V. & Flavián, Carlos & Guinalíu, Miguel & Ekinci, Yuksel, 2015. "Avoiding the dark side of positive online consumer reviews: Enhancing reviews' usefulness for high risk-averse travelers," Journal of Business Research, Elsevier, vol. 68(9), pages 1829-1835.
    6. Hernández-Linares, Remedios & Kellermanns, Franz W. & López-Fernández, María Concepción, 2018. "A note on the relationships between learning, market, and entrepreneurial orientations in family and nonfamily firms," Journal of Family Business Strategy, Elsevier, vol. 9(3), pages 192-204.

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