Purpose
– The purposes of this paper are to examine whether internal market orientation facilitates the development of external market capabilities, before influencing organizational performance, and to investigate whether learning orientation strengthens the aforementioned link.
Design/methodology/approach
– This study collected data through a survey and utilized moderated hierarchical regression analysis to examine the hypothesized relationships.
Findings
– Internal market orientation facilitates the development of both market capabilities and in turn enhances organizational performance. The result also shows that customer-linking capability is a stronger mediator between internal market orientation and organizational performance. Besides, learning orientation does not moderate the relationship between internal market orientation and external market capabilities.
Research limitations/implications
– This study only examines two market capabilities; considers only internal market orientation and does not include other antecedents; and used cross-sectional data, instead of longitudinal data, which consist of information only from 159 services companies in Taiwan.
Practical implications
– A company should have international market orientation mechanisms, such as internal market information system and reward systems to keep the internal communications open. For companies stressing external customer relationship, internal marketing is important.
Originality/value
– This study provides empirical evidence for the claim that internal marketing influences the formation of an organization's external market capabilities. It also considers two types of market capabilities instead of treating market capabilities as a holistic variable. This study also clarifies learning orientation's relationships with internal market orientation and market capabilities.
This study explores the intellectual capital performances of commercial banks in eight Asian economies by applying Pulic's value-added intellectual coefficient method (VAIC). The results show that after controlling for the influence of loan quality (LQ), fund utilisation (FU), and Asian financial crisis, both physical and human capitals (HCs) are the main factors creating value for banks. From 1996 to 2001, banks in Hong Kong on average had the best intellectual capital performance while those in Thailand improved the most. Further analysis shows that the value-creating efficiency of HC is the major driving force of performance
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