The Relationship Of Learning Orientation To Organizational Performance

Robert Preziosi, Heidi M. McLaughlin, Gregory C. McLaughlin
2011 Journal of Business & Economics Research  
<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">The fundamental premise of successful firms possessing resources that are superior to those of their competitors has been prevalent in the related literature.<span style="mso-spacerun: yes;">&nbsp; </span>This has fostered a wealth of research to determine the source, as well as the necessary maintenance of these resources.<span style="mso-spacerun:
more » ... tyle="mso-spacerun: yes;">&nbsp; </span>Resources should possess certain characteristics that would benefit the firm, given that effective strategic deployment of resources at any time is moderated by time, the actions of competitors, and the dynamics of the external environment.</span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">&nbsp;</span></span></p><p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">It is through this ongoing process of competing and ultimately succeeding through ideocyncratic resources that provides the catalyst for superior financial performance.<span style="mso-spacerun: yes;">&nbsp; </span>These capabilities, which are developed over time, provide a source of advantage that must be continually protected and improved.<span style="mso-spacerun: yes;">&nbsp; </span>As the external environment changes, dynamism in the environment requires a departure from established organizational strategies; the entrepreneurial firm pursues competitive advantage through innovation, considered essential to competitive advantage.<span style="mso-spacerun: yes;">&nbsp; </span>The competitive marketplace becomes the impetus for innovation, and innovation in turn becomes a key form of organizational learning.</span></span></p>
doi:10.19030/jber.v2i4.2870 fatcat:s46pjx4jtfd5bdwil3rgdmdfjy