Radwan Kharabsheh

TL;DR: A survey of 168 senior managers involved in IJVs in Malaysia found that market orientation has a more positive impact on organisational performance than a learning orientation as discussed by the authors, and the nonlinear relationship between market orientation and performance suggest that larger gains in performance are achieved by firms who have low initial levels of market orientation.

TL;DR: In this article, the authors argue that the successful sharing of knowledge requires enablers in the form of information technology infrastructure, a reward system that reinforces and encourages knowledge sharing activities and a positive social interaction that creates trust among organisational members.

TL;DR: In this article, the authors examined a sample of organizations involved in international joint ventures (IJVs) in Malaysia and investigated the antecedents and performance consequences of learning success of foreign partners in IJVs.

TL;DR: In this paper, the authors conceptualized training as a three-stage process: in stage one, the manager decides whether to train employees or not, in stage two, mangers who decide to train their employees determine their demand for training measured by training expenditures, and in stage three, training impact can be assessed.

TL;DR: In this article, the authors examined the relationships among competitive strategies (differentiation and cost leadership), responsive market orientation (RMO), proactive market orientation, learning orientation (LO) and organizational performance.