Market-Based Organizational Learning and Market Performance Gains

20 Pages Posted: 10 Oct 2003

See all articles by Robert Edward Morgan

Robert Edward Morgan

University of Wales, Aberystwyth - School of Management and Business

Christopher R. Turnell

Challenger International Ltd.

Abstract

Building upon the market orientation-performance thesis, many investigators are now concerned with broader organizational learning considerations and the antecedents that underlie the analytical properties of learning about competitors and markets. Described as a process of market-based organizational learning, an empirical test of a model is provided which indicates that: when organizations exhibit more favourable learning values (three value-based constructs), their market information processing behaviours and analytical capabilities improve (three knowledge-based constructs), which thereby directly impacts upon market-based outcomes (a market performance construct) that the organization is able to generate. This model is tested with a path-analytic approach from data generated in the UK financial services industry. Discussion of these findings is made in the light of pertinent literature streams, and several implications for future research are provided.

Suggested Citation

Morgan, Robert Edward and Turnell, Christopher R., Market-Based Organizational Learning and Market Performance Gains. British Journal of Management, Vol. 14, pp. 255-274, September 2003. Available at SSRN: https://ssrn.com/abstract=447304

Robert Edward Morgan (Contact Author)

University of Wales, Aberystwyth - School of Management and Business ( email )

Old College
King Street
SY23 2AX Aberystwyth, Ceredigion
United Kingdom
(01970) 623111 (Phone)

HOME PAGE: http://www.aber.ac.uk/cgi-bin/mailsearch.pl

Christopher R. Turnell

Challenger International Ltd.

Aurora Pl.
88 Phillip St.
Sydney, NSW 2000
United Kingdom
(02) 9994-7000 (Phone)
(02) 9231-6191 (Fax)

HOME PAGE: http://laws.lawsociety.com.au/directory/firms/10786.html

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