Strategic Orientation,Organizational Learning And Performance: An Empirical Study

With China's rapid economic development and global economic integration, the latecomer companies have undergone tremendous change about the market environment:more and more diversified customer needs, shorter product life cycles and much more serious competitions. These changes have brought significant opportunities for enterprise development, but also brought a series of strategic problems. How to adjust strategic orientation, including customer orientation, competitor orientation and technology orientation, so that it can promote organizational learning process in order to promote organizational performance, has become one of the key practical and important strategic issues problems. However, the overview of related research shows that majority existing research focus on the relationship between strategic orientation and organizational performance, the research of mechanism is inadequate and empirical findings are different.This work studies the important research topic on "how do strategic orientations to influence organizational performance ", through comprehensive use of literature study, field interviews, large sample empirical research and other research methods. This work answers the following research questions step by step:How do market orientation and technology orientation impact organizational performance? How do exploratory learning, transformative learning and exploitative learning impact organizational performance? What are the mechanisms of market orientation and technology orientation on organizational performance? To open the black box of this mechanism, in-depth analysis of the impact mechanisms of strategic orientation on organizational performance will extend and enrich the research field of strategic orientation. The findings will provide decision support and management implications for the companies about how to deal with rapid economic development and the volatile market environment.Through the above research, some conclusions can be presented as follows:(1) Based on the relevant studies, this work divides strategic orientation into market-orientation and technology-orientation, and examines the relationship between strategic orientation and organizational performance. The empirical results suggest that both market-orientation and technology-orientation have significantly positive impacts on organizational performance. Compared with the market-orientation, technology-orientation has greater impact on organizational performance. (2) Based on the concept of dynamic capabilities, this work explores and examines the three processes of organizational learning. The empirical results show that both transformative learning and exploitative learning have significantly positive impact on organizational performance. However, the hypothesis of exploratory learning's positive influence on organizational performance is not supported. Moreover, the transformative learning has the greatest impact on organizational performance. (3) The empirical results show that both market-orientation and technology-orientation facilitate exploratory learning, transformative learning and exploitative learning. Moreover, market-orientation and technology-orientation promote organizational performance through the mediating role of transformative learning.