A Study of the Relationships Among Organizational Learning, Strategic Orientation, Innovation and Organizational Performance

• Main Authors: Wu Jen-Wei, 吳振維
• Other Authors: 劉春初
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/01393016772320373346

碩士 === 長榮大學 === 國際企業學系碩士班 === 96 === The notion of organizational learning has received a great deal of attention. The resource-based view (RBV) and market orientation have independently received notable attention in the management and marketing literatures, respectively, as bases of explaining the attainment of a competitive advantage. Furthermore, although empirical study has been conducted between market orientation and organizational learning, comparatively less research has been conducted to evaluate the relationship between organizational learning and the RBV to examine their combined effects on a firm’s ability to innovate. Subsequently, the purpose of the thesis is to explore whether a focus on the customer (i.e., market orientation) or the firm (i.e., RBV) will drive the ability to innovate within the firm. The research examines the relationships among organizational learning and the RBV and market orientation. It presents an empirically testable framework that investigates the relationship that RBV and market orientation have with organizational performances. Data were collected from 52 MNC senior executives in Taiwan. Correlation analysis and multi ple regression analysis were applied to explore their relationship. Findings show that preliminary evidence provided that organizational learning plays a significant role in influencing market and resource orientation. Besides, innovation has significantly positive influence on enhancing the organizational performance. Regardless of which strategy they intend to pursue, firms will need to incorporate learning into their strategic planning and tactics, as this has a significant direct impact on market orientation as well as resource orientation. Management should encourage and enable their employees to learn continuously and to critically evaluate their processes, external needs, and technologies of their customers and competitors. Thus, they will be able to proactively preserve and enhance their capabilities by reducing the likelihood of ignoring the potential of emerging trends and practices.