Learning Orientation Factors Affecting Company Innovation and Innovation Capability: Textile versus Non-textile Manufacturers

  • Yoh, Eun-Ah (Department of Fashion Marketing Keimyung University)
  • Received : 2009.03.30
  • Accepted : 2009.04.28
  • Published : 2009.06.30

Abstract

The effect of learning orientation on company innovation and innovation capability are explored based on survey data collected from 154 small and medium-sized manufacturing firms. The theoretical links between learning orientation and company innovation as well as innovation capability are investigated in four research models that compare textile and non-textile manufacturing firms. Learning orientation has a significant effect on company innovation and innovation capability in the model test. However, some of the three segmented factors (commitment to learning, shared vision, and open-mindedness) of learning orientation had no significant effect on company innovation and innovation capability. Company innovation and innovation capability of textile manufacturing firms are predicted by the commitment to learning and shared vision, whereas those of non-textile firms were determined by shared vision and open-mindedness. Differences show that firms may need to put weight on some distinctive aspects of learning orientation according to the business categories in order to enhance company innovation.

Keywords

References

  1. Anderson, V., & Boocock, G. (2002). Small firms and internationalization: Learning to manage and managing to learn. Human Resource Management Journal, 12, 5-24 https://doi.org/10.1111/j.1748-8583.2002.tb00068.x
  2. Badger, I. C., Mangles, T., & Sadler-Smith, E. (2001). Organizational learning styles, competencies and learning systems in small, UK manufacturing firms. International Journal of Operations & Production Management, 21, 1417-1432 https://doi.org/10.1108/EUM0000000006224
  3. Baker, W. E., & Sinkula, J. M. (1999). The synergistic effect of market orientation and learning orientation on organizational performance. Journal of the Academy of Marketing Science, 27(4), 411-427 https://doi.org/10.1177/0092070399274002
  4. Calantone, R. J., Cavusgil, S. T., & Zhao, Y. (2002). Learning orientation, company innovation, and firm performance. Industrial Marketing Management, 31(6), 515-524 https://doi.org/10.1016/S0019-8501(01)00203-6
  5. Comley, P. (2000). Internet survey: The use of theinternet as a data collection method. ESOMAR/ EMAC: Research Methodologies for the New Marketing Symposium, ESOMAR Public Service
  6. Day, G. (1994). The capabilities of market-driven organizations. Journal of Marketing, 58, 37-52 https://doi.org/10.2307/1251915
  7. Dougherty, D. (1989). Interpretive barriers to successful product innovation. Marketing Science Institute Report, 89-114
  8. Farrell, M. A., & Oczkowski, E. (2002). Are market orientation and learning orientation necessary for superior organizational performance?. Journal of Market Focused Management, 5, 197-217 https://doi.org/10.1023/A:1022990622706
  9. Frans, J. H., Verhees, M. M., & Meulenberg, M. T. G. (2004). Market orientation, innovation, product innovation, and performance in small firms. Journal of Small Business Management, 422, 134-154
  10. Gibb, A. A. (1997). Small firms' training and competitiveness: Building upon the small business as a learning organization. International Small Business Journal, 15, 13-29 https://doi.org/10.1177/0266242697153001
  11. Hausman, A. (2005). Innovation among small businesses: Theory and propositions for future research. Industrial Marketing Management, 34, 773-782 https://doi.org/10.1016/j.indmarman.2004.12.009
  12. Hult, G. T. M., Hurley, R. F., & Knight, G. A. (2004). Innovation: Its antecedents and impact on business performance. Industrial Marketing Management, 33, 429-438 https://doi.org/10.1016/j.indmarman.2003.08.015
  13. Hunt, S. D., & Morgan, R. M. (1996). The resource advantage theory of competition: Dynamics, path dependencies, and evolutionary dimensions. Journal of Marketing, 60, 107-114 https://doi.org/10.2307/1251905
  14. Hurley, R. F., & Hult, T. M. (1998). Innovation, market orientation, and organizational learning: An integration and empirical examination. Journal of Marketing, 62(July), 42-54 https://doi.org/10.2307/1251742
  15. Keskin, H. (2006). Market orientation, learning orientation, and innovation capabilities in SMEs. European Journal of Innovation Management, 9, 396-417 https://doi.org/10.1108/14601060610707849
  16. Santos-Vijande, M. L., Sanzo-Perez, M. J., Alvarez-Gonzalez, L. I., & Vazquez-Casielles, R. (2005).Organizational learning and market orientation: Interface and effects on performance. Industrial Marketing Management, 34, 187-202 https://doi.org/10.1016/j.indmarman.2004.08.004
  17. Sinkula, J. M., & Baker, W. E. (1999). Learning orientation, market orientation and innovation: Integrating and extending models of organizational performance. Journal of Market Focused Management, 4, 295-308 https://doi.org/10.1023/A:1009830402395
  18. Slater, S. F., & Narver, J. C. (1995). Market orientation and the learning organization. Journal of Marketing, 59(July.), 63-74 https://doi.org/10.2307/1252120
  19. Yoh, E., Park, K., & Kim, M. (2008). The effects of organizational culture in the textile companies on innovation capacity and business performance: Focusing on moderating effects of company size. Journal of the Korean Society of Clothing and Textiles, 32(4), 542-552 https://doi.org/10.5850/JKSCT.2008.32.4.542