Does industry matter? Examining the role of industry structure and organizational learning in innovation and brand performance
Date
2006
Authors
Weerawardena, Jay
O'Cass, Aron
Julian, Craig C.
Editors
Advisors
Journal Title
Journal ISSN
Volume Title
Type:
Journal article
Citation
Journal of Business Research, 2006; 59(1):37-45
Statement of Responsibility
Jay Weerawardena, Aron O'Cass and Craig Julian
Conference Name
Abstract
A manager's perception of industry structure (dynamism) has the potential to impact various organizational strategies and behaviors. This may be particularly so with regard to perceptions driving organizational learning orientations and innovation based marketing strategy. The position taken here suggests that firms operating within a competitive industry tend to pursue innovative ways of performing value-creating activities, which requires the development of learning capabilities. The results of a study of SMEs suggest that market focused learning, relative to other learning capabilities plays a key role in the relationships between industry structure, innovation and brand performance. The findings also show that market focused learning and internally focused learning influence innovation and that innovation influences a brand's performance.
School/Discipline
Business School