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

Market orientation, learning orientation and organisational performance in international joint... 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 absence of one or the other, it is preferable for a firm in an IJV to have a strong market orientation. Practical implications – For managers of IJVs, the study would suggest that firms should concentrate on improving their organisations' overall level of market orientation if they are to improve the level of business performance. Originality/value – This paper is the first to examine the relative effects of a market orientation and a learning orientation in the context of IJVs. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Asia Pacific Journal of Marketing and Logistics Emerald Publishing

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

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References (92)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1355-5855
DOI
10.1108/13555850810890066
Publisher site
See Article on Publisher Site

Abstract

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 absence of one or the other, it is preferable for a firm in an IJV to have a strong market orientation. Practical implications – For managers of IJVs, the study would suggest that firms should concentrate on improving their organisations' overall level of market orientation if they are to improve the level of business performance. Originality/value – This paper is the first to examine the relative effects of a market orientation and a learning orientation in the context of IJVs.

Journal

Asia Pacific Journal of Marketing and Logistics – Emerald Publishing

Published: Jul 4, 2008

Keywords: International joint ventures; Learning; Market orientation; Organizational performance

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