Purpose -The purpose of this paper is to examine the nomological relations among market-orientation, learning-orientation and innovativeness in medium-sized business (SMEs) of developing countries. Design/methodology/approach -The study involves a questionnaire-based survey of managers from small-sized-firms operating in Turkey. A total of 157 usable questionnaires were received from managers. These were subjected to a structural equation modeling (SEM) analysis. Findings -The results show that firm innovativeness positively affects firm performance; firm learning-orientation positively influences firm innovativeness; firm market-orientation positively impacts firm learning orientation; firm learning-orientation mediates the relationship between firm market-orientation and firm innovativeness; and firm market-orientation indirectly impacts firm performance via firm innovativeness and learning.Practical implications -This study has implications for SEMs aiming at increasing their performance and innovativeness. Originality/value -The interrelationships among a firm's market-orientation, learning-orientation, and innovativeness are an important research area for investigators in the literature of management, strategy, and marketing. However, most of the empirical studies were conducted in large-scale firms in developed countries and ignored small and medium-sized business (SMEs) in general, and in developing countries in particular. The results offer both theoretical and managerial implications.

PurposeOrganizational learning and unlearning is a popular and important topic in business as well as academia. Even though there is a plethora of studies on organizational learning, surprisingly little is known about the conceptualization and operationalization of organizational unlearning. The purpose of this paper is to discuss organizational unlearning based on the organizational change and memory literature enhancing the organizational learning and change scholarship.Design/methodology/approachIt is argued that unlearning is conceptualized as organizational memory eliminating, and is operationalized as changing beliefs and routines covariates in organizations. This is followed with a discussion of unlearning types, specifically, reinventive, formative, operative and adjustive, which are contingent on the environmental conditions. Finally, future research suggestions are proposed to leverage understanding on unlearning in the literature.FindingsShows that organizations first need to unlearn established beliefs and methods which have created rules and competency traps, in order to be receptive to new market and technology information.Originality/valueThis paper is of value in shedding light on the unlearning concept based on the organizational memory and change literature.

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