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Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination
Abstract
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 from 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 organizational learning.
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“Firms interested in innovating will focus on activities that improve their capacity to do so (Hurley & Hult, 1998).”
From Digitalization, business models, and SMEs: How do business model innovation practices improve performance of digitalizing SMEs? (2019) · cites this paper as Hurley & Hult, 1998
In the citing paper
“Innovativeness orientation can have a positive effect on business performance as innovativeness translates into development of competitive advantage (Hult et al., 2004;Hurley & Hult, 1998).”
From Digitalization, business models, and SMEs: How do business model innovation practices improve performance of digitalizing SMEs? (2019) · cites this paper as Hurley & Hult, 1998
In the citing paper
“In general, the resources and characteristics of the firm have been shown to influence the capacity dimension of innovativeness (Hurley & Hult, 1998).”
From Digitalization, business models, and SMEs: How do business model innovation practices improve performance of digitalizing SMEs? (2019) · cites this paper as Hurley & Hult, 1998
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Metadata
- Authors
- Hurley, R. F., & Hult, G. T. M.
- Affiliations
- Fordham University (US)
- Florida State University (US)
- ORCID
- Hult, G. Tomas M.
- Venue
- Journal of Marketing
- Publisher
- SAGE Publications
- Published
- 1998-07
- Volume
- 62
- Issue
- 3
- Pages
- 42-54
- ISSN
- 0022-2429 (ISSN-L)
- 1547-7185
- OpenAlex
- W3124612129
- Cited by
- 3,971
- References
- 75
- Citations by year
- 2026: 72 · 2025: 93 · 2024: 108 · 2023: 149 · 2022: 174 · 2021: 189 · 2020: 235 · 2019: 246 · 2018: 203 · 2017: 201 · 2016: 237 · 2015: 259 · 2014: 235 · 2013: 244 · 2012: 231
- FWCI
- 93.49
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Journal of Marketing (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Learning and Leadership
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Management and Innovation
- Keywords
- market orientation, organizational learning, innovation, organizational culture, adaptive capacity, competitive advantage, participative decision-making, workplace learning, federal agencies
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