The effects of perceived market and learning orientation on assessed organizational capabilities

Abstract

This study extends prior research by exploring the effects of managerial representations of market and learning orientation on perceived industrial firm capabilities. Cognitions that managers use to make sense of their environment impact competitive strategy decisions. Extant research has found market and learning orientation concepts to be empirically distinct and to have independent and synergistic effects on organizational performance. The present study generally supports hypotheses relating to independent effects of market and learning orientation viewpoints on perceptions of specific capability domains. Findings hold implications for managing the development of organizational capability portfolios as well as for future research aimed at understanding cognitions related to competitive advantage dynamics.