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.

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

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 ...

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

Organizational learning is currently the focus of considerable attention, and it is addressed by a broad range of literatures. Organization theory, industrial econ omics, economic history, and business, management and innovation studies all approach the question of how organizations learn. A number of branches of psychology are also revealing on the issue. This paper assesses these various literatures by examining the insights they allow in three main areas: first, the goals of organizational learning; second, the learning processes in organizations; and third, the ways in which organizational learning may be facilitated and impeded. It contends that while the various literatures are revealing in particular aspects of organizational learning, a more complete understanding of its complexity requires a multi-disciplinary approach. The contributions of the different approaches are analyzed, and some areas are suggested where the transfer of analytical concepts may improve understanding.

Organizational Learning: A Review of Some Literatures:

The contemporary quality management (QM) literature prescribes various quality improvement strategies. However, it lacks scientifically developed and tested constructs that represent an integrative QM philosophy. Moreover, an impact of the prescribed QM strategies on a firm's product quality has not been analyzed. Through a detailed analysis of the literature, this research identifies 12 constructs of integrated QM strategies. Using a survey of 371 manufacturing firms, the constructs are then empirically tested and validated. LISREL 7 is used for this purpose. Finally, a framework to examine the effects of integrated QM strategies on a firm's product quality is suggested. Comparisons between this and two other comprehensive scales of TQM are made.

Development and Validation of TQM Implementation Constructs

http://directory.umm.ac.id/Data%20Elmu/jurnal/J-g/Journal%20of%20Operations%20Management/Vol19.Issue3.May2001/257.pdf

Supply networks and complex adaptive systems: Control versus emergence

It has long been a marketing axiom that customers buy bundles of satisfaction, not products. It follows, then, that they'll respond to certain combinations of products and services--air conditioners with free installation, combinations of software packages, or season tickets with parking privileges. The difficulty is in devising the bundles that both appeal to consumers and give cost or demand enhancing benefits to the producer. Eppen, Hanson, and Martin argue that the best approach is to treat bundles not as marketing gimmicks but as new products. They offer seven guidelines for creating competitive bundles and a framework for implementing them.

W A Hanson

Papers

Bundling--new products, new markets, low risk.