William E. Baker

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.

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).

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.

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.

TL;DR: In this paper, three types of marketing firms are identified: phase I firms learn primarily through modeling and are typically limited to manager-driven incremental innovation. Phase II firms learn through adaptive learning, and phase III firms engage in generative learning and pursue ongoing radical innovation.