Developing a Market†Oriented Learning Organisation

Mark A. Farrell
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Mark A. Farrell: School of Management, Charles Sturt University, Wagga Wagga, PO Box 588, NSW 2678. Email: mfarrell@csu.edu.au

Australian Journal of Management, 2000, vol. 25, issue 2, 201-222

Abstract: This study integrates the constructs of organisational change strategies, market orientation, top management behaviour, leadership style, learning orientation and business perfor Mance. A survey was sent to the top 2,000 organisations within Australia, as defined by annual revenue. Data was analysed using two†stage least squares regression (2SLS). Findings indicate that both planned and emergent change strategies significantly influence market orientation. Results also indicate that top management behaviour, and leadership style significantly impact on a learning orientation. Finally, results indicate that a market orientation is positively related to a learning orientation and that a learning orientation has a stronger significant positive effect on business perfor Mance than does a market orientation.

Keywords: ORGANISATIONAL CHANGE; MARKET ORIENTATION; LEARNING ORIENTATION; LEADERSHIP STYLE; BUSINESS PERFORMANCE (search for similar items in EconPapers)
Date: 2000
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Citations: View citations in EconPapers (6)

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Persistent link: https://EconPapers.repec.org/RePEc:sae:ausman:v:25:y:2000:i:2:p:201-222

DOI: 10.1177/031289620002500205

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