Market Orientation, learning orientation and organisational performance in international joint ventures

By M. Farrell, E. Oczkowski, R. Kharabsheh. 2008

138 citations recorded by the source corpus.

Purpose – Despite failure rates of around 30 per cent, international joint ventures (IJVs) continue to grow. It is argued that IJVs provide a platform for organisational learning, which facilitates organisational performance. Intuitively, IJVs that are learning oriented should have a positive impact upon organisational performance. However, it is unclear as to whether a firm in an IJV should focus more on being learning oriented, or market oriented. The paper aims to address this question.Design/methodology/approach – A survey of 168 senior managers involved in IJVs in Malaysia. Data were analysed using two‐stage least squares estimators for latent variable models.Findings – Results suggest that for IJVs, a market orientation has a more positive impact on organisational performance than a learning orientation. The non‐linear relationship between market orientation and performance suggest that larger gains in performance are achieved by firms who have low initial levels of market orientation. Thus, in the ...

Subfields: Accounting, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/246eb1f6f05b1087f3165854942bc46217a51f39

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Citations in the corpus

• Market orientation, learning orientation and business performance: The mediating role of innovation (2016, background): “On the other hand, other studies have either found no linkage or have found market orientation to have a more positive influence on business performance than does learning orientation (e.g. Farrell and Oczkowski, 2002; Farrell et al., 2008).”