Author
James M. Sinkula
Bio: James M. Sinkula is an academic researcher from University of Vermont. The author has contributed to research in topics: Market orientation & Organizational learning. The author has an hindex of 16, co-authored 23 publications receiving 7896 citations.
Papers
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TL;DR: In this article, a large body of research theoretically asserts a positive relationship between market orientation and organizational performance, but fewer empirical studies demonstrate it using multiple and varied organizational performance measures, and the more global notion that higher order learning processes may be critical in creating a sustainable competitive advantage in the firm.
Abstract: Although a large body of research theoretically asserts a positive relationship between market orientation and organizational performance, fewer empirical studies demonstrate it using multiple and varied organizational performance measures. Additionally, a series of recent studies have theoretically proposed, but not empirically demonstrated, that a firm’s learning orientation is likely to indirectly affect organizational performance by improving the quality of its market-oriented behaviors and directly influence organizational performance by facilitating the type of generative learning that leads to innovations in products, procedures, and systems. This empirical study supports all of these specific contentions and the more global notion that higher order learning processes may be critical in creating a sustainable competitive advantage in the firm.
1,971 citations
TL;DR: In this paper, the authors present a broad conceptual framework for market-based organizational learning, and an empirical test of this model leads the authors to conclude that a more positive learning orientation (a value-based construct) will directly result in increased market information generation and dissemination (knowledge-based constructs), which directly affects the degree to which an organization makes changes in its marketing strategies (a behavioral construct).
Abstract: The authors review the concept of organizational learning and present a broad conceptual framework for its modeling. Within this framework, one specific process for market-based organizational learning is postulated. An empirical test of this model leads the authors to conclude that a more positive learning orientation (a value-based construct) will directly result in increased market information generation and dissemination (knowledge-based constructs), which, in turn, directly affects the degree to which an organization makes changes in its marketing strategies (a behavioral construct). Managerial implications are discussed.
1,638 citations
TL;DR: In this paper, the authors present an understanding of how organizations process market information based on principles derived from models of organizational learning, which can be used to improve the understanding of market information.
Abstract: Our understanding of how organizations process market information can be advanced substantially on the basis of principles derived from models of organizational learning Accordingly, the author ex
1,541 citations
TL;DR: In this article, the degree to which firms' strategic market planning is driven by customer and compressive factors is analyzed. But market orientation (MO) and entrepreneurial orientation (EO) are correlated and distinct constructs.
Abstract: Market orientation (MO) and entrepreneurial orientation (EO) are correlated, but distinct constructs. MO reflects the degree to which firms' strategic market planning is driven by customer and comp...
794 citations
TL;DR: In this paper, the authors measured the degree to which market orientation and learning orientation influence organizational performance, independent of their effect on product innovation, and found that the potential preeminence of learning orientation over market orientation is the most notable finding.
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.
484 citations
Cited by
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Abstract: Considerable progress has been made in identifying market-driven businesses, understanding what they do, and measuring the bottom-line consequences of their orientation to their markets. The next c...
6,313 citations
TL;DR: In this paper, the authors define effective organizations as configurations of management practices that facilitate the development of knowledge that becomes the basis for competitive advantage, and describe a market orientation, complemen...
Abstract: Effective organizations are configurations of management practices that facilitate the development of the knowledge that becomes the basis for competitive advantage. A market orientation, complemen...
4,336 citations
4,201 citations
Posted Content•
TL;DR: In this article, the authors present a conceptual framework for incorporating constructs related to innovation in market orientation research, which is tested among a sample of 9648 employees of a large agency of the U.S. federal government.
Abstract: 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 of 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 organziational learning.
3,472 citations
TL;DR: In this article, a large-scale literature review and use conceptual theory building to introduce the concept of sustainability to the field of supply chain management and demonstrate the relationships among environmental, social, and economic performance within a supply chain context.
Abstract: Purpose – The authors perform a large‐scale literature review and use conceptual theory building to introduce the concept of sustainability to the field of supply chain management and demonstrate the relationships among environmental, social, and economic performance within a supply chain management context.Design/methodology/approach – Conceptual theory building is used to develop a framework and propositions representing a middle theory of sustainable supply chain management (SSCM).Findings – The authors introduce the concept of sustainability – the integration of environmental, social, and economic criteria that allow an organization to achieve long‐term economic viability – to the logistics literature, and position sustainability within the broader rubric of SSCM. They then present a framework of SSCM and develop research propositions based on resource dependence theory, transaction cost economics, population ecology, and the resource‐based view of the firm. The authors conclude by discussing manageri...
3,093 citations