Abstract
Article history: Received January 10, 2013 Received in Revised form March, 26, 2013 Accepted 17 June 2013 Available online 18 June 2013 Increasing intensity of competition among organizations in current century has caused everlasting search for ways to gain competitive advantage and win the competition. In this regard, organizational learning certainly counts as a competitive advantage to gain for today’s managers. This study aims to discuss the mediating role of organizational learning in the relationship between market orientation and organizational performance. The study population includes all of the employees in the Central Office of Ferdowsi University of Mashhad. As 170 samples were randomly stratified and selected, information obtained was analyzed using SPSS software ver.20. While results support the significance of organizational learning’s mediating role in the relationship between intelligence generation and intelligence dissemination with organizational performance, this role was declared insignificant in the relationship between responsiveness and organizational performance.
Highlights
In view of the current global economics, Iran has changed into one of the fast-paced developing nations in the world
Strategic management (e.g., Dobni & Luffman, 2003) and marketing (e.g., Jaworski & Kohli, 1993) researchers posit that a market orientation (MO) provides firms with a source of competitive advantage (Kotlar, 2000; Kirca et al, 2005; Jiménez-Jimenez et al, 2008)
The study questionnaire using Likert’s five-scaled items consists of 29 items, 21 with a range of “totally disagree” to “strongly agree”, and eight scales based on a spectrum from “decreasing trend” to “increase trend”. 29 items are to be divided into 3 parts: (1) market orientation with 9 items derived from MARKOR Scale (Kohli & Jaworski, 1993) (2) organizational learning, with 12 items extracted from López et al (2004) and (3) performance, with 8 items drawn from Quinn and Rohrbaugh (1983)
Summary
In view of the current global economics, Iran has changed into one of the fast-paced developing nations in the world. This Economy has witnessed an upsurge in competition by foreign companies and continued demand from overseas institutions to invest directly. Scholars have considered organizational learning as an essential factor in reaching competitive advantages. Strategic management (e.g., Dobni & Luffman , 2003) and marketing (e.g., Jaworski & Kohli , 1993) researchers posit that a market orientation (MO) provides firms with a source of competitive advantage (Kotlar, 2000; Kirca et al, 2005; Jiménez-Jimenez et al, 2008)
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