Defining market orientation success through learning cultures

Market orientation has been extensively researched to indicate a positive relationship with improved business performance. This is true for both profit and not-for-profit organisations. Kotler and Levy (1969) broadened the concept of marketing to be relevant to all sectors. There remains a gap however, between importance and implementation of market orientation in both the not-for-profit and public sectors. Organisational barriers need to be better understood before the benefits of market orientation are realised between all stakeholders Barriers appear to be presented by both the organizational structures and systems, as well as by people based barriers by way of employees. An internal view of the firm takes the market orientation construct into internal marketing. This has been extensively discussed in the services/relationship marketing literature and the strategic management literature. We suggest that by creating a new learning culture and learning routines, firms can learn faster than their competitors which to can be a source of competitive advantage. Communities of practice are presented as an enabler of an internal market orientation. They reflect an internal culture of learning by helping to create and foster new knowledge. Improved learning systems such as knowledge communities may lead to the involvement of a wider spectrum of stakeholders. They may include agents such as donors, beneficiaries, competitors, staff members, or even volunteers, collectively, having the potential to enhance not-for-profit activities. The principal concern is the need to develop and improve learning systems that will enable implementation of a market orientation and achieve improved business success.10 page(s