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The purpose of this chapter is to extend research and theory on learning and performance orientations to multiple levels of analysis. We begin by introducing a model describing the impact of individual learning and performance orientations on attentional focus, response to failure, experimentation, and motivation, and identify potential sources of these orientations. We then describe how learning and performance orientations are linked to incremental and profound change, and theoretically based propositions are presented to guide future research efforts. Leadership, organizational learning, and strategic human resource management are discussed in relation to the model, and implications of the framework for future research and practice are revealed.

The purpose of this paper is to investigate the effect of industry competitive intensity (ICI) on brand performance with the mediating role of market orientation and organizational learning using theoretical and experimental materials in fast-moving consumer goods (FMCGs) firms.

To test the research hypotheses, a model was designed and tested on 124 chief executive officers from 30 FMCG firms active in both food and chemical industries using structural equation modeling and partial least squares methodology.

The research findings showed that ICI has significant effect on market orientation and organizational learning. It also has significant effect on the firm’s brand performance through developing the market orientation capability as a mediating variable, but the development of organizational learning capability (as a mediating variable) is not effective in the relationship between ICI and brand performance.

Since the early 1990s, addressing intraorganizational capabilities and resources has been a major topic of strategic and marketing research. In this regard, many theoretical and experimental contents have been presented so far. However, little research has simultaneously addressed the industrial environment and the development of competitive capabilities. A manager’s understanding of the competition rate of an industry has the potential to influence the development of organizational capabilities through strategic responsiveness to his/her perception of the environment. This study attempts to show that managers and firms that consider their industrial environment to be volatile must develop their learning capabilities and market orientation, leading to superior brand performance.

With the growing interest in service orientation research, the concept has been demonstrated to be a defining factor in the creation of superior customer service and value. The purpose of the paper is to evaluate service orientation as a socially constructed variable, empirically examine its relationship with measures of organization performance, and offer implications for management.

This study was conducted to conceptualize and measure service orientation as an element of organizational culture, understand the linkage between service orientation as a strategic choice and organizational performance, and measure service orientation utilizing a multi‐informant approach.

The data indicated that organizational service orientation in banking is positively correlated with employee commitment, longevity, and esprit de corps, consumer products performance, service quality image, and banking profitability.

The study had five principal limitations: the relationships were tested in one industry, the study was cross‐sectional, the researchers were dependent on self‐reported data, the incidence of low job performance may have affected other relationships in the study, and the number of strategic units was relatively small.

Organizational commitment and esprit de corps are important facets of an organization's culture that lead to longevity, higher service quality and profits.

This study is a step forward in investigating the organizational service orientation/organizational performance relationship in the arena of banking.

Within the service industry, the serviceperson enhances customer loyalty by increasing customer benefits and decreasing customer costs, but is also embedded within and influenced by the organizational context. Thus, the influence of a serviceperson's orientation may differ or even conflict with the organization's orientation. There are two purposes to this paper. The paper first aims to develop a conceptual model that clearly distinguishes between benefit‐ and cost‐based explanations of the effect of the serviceperson. The paper's second aim is to examine the impact of the organization on the serviceperson's ability to foster customer loyalty through interactions with customers.

A survey methodology is used and data gathered from managers and customers. Multi‐group structural equation modeling is employed to test partial mediation and partial moderation theses.

In line with social exchange theory, the paper finds that a serviceperson's customer orientation can reduce customer costs and increase customer benefits. Furthermore, consistent with the literature on strategic orientations, when the serviceperson's organization evinces a low competitive service orientation, it attenuates the direct effects of a serviceperson's customer orientation on customer loyalty, such that the direct effect no longer exists.

The paper shows how multiple direct and indirect pathways connect serviceperson customer orientation to customer loyalty. It also shows how the effect of serviceperson customer orientation on customer loyalty depends on the organizational context and specifically the extent to which the organization embraces a competitive service orientation. The moderating role of organizational context has implications both for social exchange theory specifically and theories of exchange, such as transaction cost analysis more generally.

Internal organizational orientation of service quality and its impact on service delivery performance of the employees have received considerable attention from financial management literature. The purpose of this paper is to address this issue by conducting empirical research focusing on the Pakistani Islamic banking industry. It conceptualizes and measures key determinants of internal organizational orientation of service quality from the employees' perspective.

The data were collected from a sample of 150 employees of pure Islamic banks and conventional banks with IBBs (Islamic Banking Branches or windows) across the entire country. The paper uses principal component factor analysis and regression methods.

Statistical results demonstrate that the employee perceptions of organizational service quality orientation mainly depends upon four main predictors: employees' perception about training and development; development and positioning of Islamic banking products/service concept; customer service orientation; and employees' service quality performance. Principal component factor analysis results indicate four predictive internal organizational service quality orientation factors (ISQF) where 16 per cent of the variation is being explained by employee perception of organizational orientation towards employees' training and development (ISQF1), 13 per cent variation explained employee perception of organizational orientation towards development and positioning of Islamic banking products/service concept (ISQF2), 11 per cent variation explained by employee perception of organizational service quality orientation towards customer service orientation (ISQF3), and 10 per cent variation explained employee perception of organizational service quality orientation towards employees' service quality performance (ISQF4).

Management of Islamic Banks in Pakistan need to be mindful about the fact that ISQFs identified by this study have the potential to indirectly influence customer perceptions through effective employees' recruitment and selection criteria, complemented by training to improve service oriented skills and knowledge development about Sh´ria principles related with the products/services offered by Islamic banks in Pakistan.

The purpose of this paper is to explore the relationship between three variables of strategic orientation (market orientation, technology orientation entrepreneurial orientation) and organizational performance in the Jordanian pharmaceutical sector.

This study employed a quantitative research design where 252 questionnaires were collected form respondents operating in various pharmaceutical companies in Jordan to obtain necessary data to test the hypotheses developed for the study. Multiple regressions were used to analyze the research data.

The results of the analysis revealed that strategic orientations were positively and significantly related to organizational performance. The findings also showed that market orientation contributed the most to the enhancement of organizational development followed by technology orientation and finally entrepreneurship orientation.

These findings contribute to the understanding of the importance of employing multiple strategic orientations in order to enhance organizational performance, particularly in pharmaceutical companies

This is the first study which adequately covers the relationship between three variables of strategic orientation (market orientation, technology orientation, entrepreneurial orientation) and organizational performance in the Jordanian pharmaceutical sector.

This study aims to explore how to overcome and address the loss of exploratory innovation, thereby achieving greater success in exploratory innovation. This phenomenon of loss occurs when enterprises decrease their investment in and engagement with exploratory innovation, ultimately leading to an insufficient amount of such innovation efforts. Drawing on dynamic capabilities, this study investigates the relationship between organizational foresight and exploratory innovation and examines the moderating role of breakthrough orientation/financial orientation.

This study used survey data collected from 296 Chinese high-tech companies in multiple industries and sectors.

The evidence produced by this study reveals that three elements of organizational foresight (i.e. environmental scanning capabilities, strategic selection capabilities and integrating capabilities) positively influence exploratory innovation. Furthermore, this positive effect is strengthened in the context of a high-breakthrough orientation. Moreover, the relationships among environmental scanning capabilities, strategic selection capabilities and exploratory innovation become weaker as an enterprise’s financial orientation increases, whereas a strong financial orientation does not affect the relationship between integrating capabilities and exploratory innovation.

Ambidexterity is key to successful enterprise innovation. Compared with exploitative innovation, it is by no means easy to engage in exploratory innovation, which is especially important in high-tech companies. While the loss of exploratory innovation has been observed, few empirical studies have explored ways to promote exploratory innovation more effectively. A key research implication of this study pertains to the role of organizational foresight in the improvement of exploratory innovation in the context of high-tech companies.

This paper contributes to the broader literature on exploratory innovation and organizational foresight and provides practical guidance for high-tech companies regarding ways of avoiding the loss of exploratory innovation and becoming more successful at exploratory innovation.

The purpose of this study is to test the relationships of learning, organizational commitment and talent retention across managerial generations in Europe.

Hypotheses are developed to explain the influence of learning and organizational commitment on talent retention across generations. A total of 1,666 European managers completed a survey on these issues. Depending on year of birth, they were categorized into four generational cohorts. Their answers were analyzed with statistic procedures.

Findings reveal that younger generations are less willing to remain in the same organization and have lower organizational commitment. The youngest generations (Early and Late Xers, born 1960 and after) show stronger learning orientation and lower organizational commitment than older generations (Early and Late Boomers, born 1946‐1959). Learning orientation predicted the intention to remain in the same organization for Early Xers and Late Xers. Organizational commitment mediated this relationship. For Late Boomers and Early Xers, it mediated the relationship between specific leadership development intentions and intention to stay.

Managerial, job‐related learning is confirmed as an important antecedent for the intention to stay/leave one's current organization. The differential meaning of learning and commitment across generations needs to be better understood in order to develop effective strategies for the retention of talent in all generations. In particular, differences in the psychological contract between organizations and their managers need to be understood.

The findings suggest an approach of generation‐specific HR practices for talent retention.

The study is one of the first to date to address leadership development and learning orientation in the context of talent retention, as well as one of the first to address the discussion of generational challenges in Europe and across the specific population of people in managerial roles.

The purpose of this paper is to examine organisational learning as a mediator among small-scale manufacturing enterprises (S-SMEs) which comprise the majority of economic activity in an emergent/developing economy. This study offers further understanding regarding the mediating role of organisational learning in developing world economies, due to its potential regional influence.

A cross-sectional survey of Indian S-SMEs was undertaken from the District Industrial Center. The study employed a systematic sampling technique to contact owner/managers. Overall, 204 S-SMEs owners/managers participated in the study and 192 usable survey instruments were received.

The study offers novel insights to the following questions. First, the factors that prompt entrepreneurial orientation to achieve superior business performance, i.e. the antecedents of entrepreneurial orientation? The results reveal competitor orientation is an antecedent of entrepreneurial orientation that leads to an S-SME’s business performance. Second, the outcomes of entrepreneurial orientation, i.e. the consequences of entrepreneurial orientation? The study reveals organisational learning and business performance are the corollary of entrepreneurial orientation. Third, the examination of whether organisational learning mediates the relationship between entrepreneurial orientation and business performance? The findings found the effects of entrepreneurial orientation on business performance are, in part, mediated by organisational learning.

Three study limitations are recognised. First, other strategic orientations, including technology orientation, production orientation and selling orientation are not included. Second, other constructs have a potentially significant relationship with market and entrepreneurial orientation, such as organisational capabilities, innovation and social context, were not considered. Third, the study is industry-sector specific and does not consider alternative sectors which also may play a potential role in economic development.

This study enhances the existing S-SME literature by identifying factors contributing to entrepreneurial orientation and its repercussions on business performance. For S-SMEs it adds credence to the role played by organisational learning in mediating the link between entrepreneurial orientation and business performance which potentially encourages owner/managers to dedicate increased time and resources towards creating and maintaining a conducive learning environment. The results support entrepreneurs in acknowledging the importance of competitor orientation during the emergence and development of entrepreneurial orientation, specifically in emerging economy contexts.