The effect of market and learning orientation on strategy dynamics: The contributing effect of organisational change capability

Abstract

Purpose – The purpose of this research paper is to define a new construct, organisational change capability, which determines an organisation's effectiveness in implementing marketing strategy. Design/methodology/approach – A framework is constructed based on a dynamic concept of strategy, implying that strategy implementation is a process of effectively leading and managing incessant organisational change. The new construct is defined by analysis and synthesis of key sources in prior literature on leading and managing organisational change. Findings – The paper identifies organisational change capability as a distinctive new construct that integrates stages in leading and managing organisational change. The framework shows how the new construct relates to market orientation and learning orientation in jointly influencing the success of dynamic strategy outcomes. Research limitations/implications – The paper is conceptual, and requires empirical development. Practical implications – The paper helps an organisation to understand the nature of change capability, and its role in effectively implementing marketing strategy. Originality/value – The value of the paper lies in defining a new, distinctive construct that can be developed as an operational measure of an organisation's capability of effectively implementing marketing strategy.