Strategic learning as a catalyst: unveiling the impact of market and customer orientation on firm performance in the technology sector

Abstract

Purpose-For strategic learning (SL) to be successful, the dissemination of information within the company must be clear and concise. For this purpose, the study aims to examine how market orientation (MO) and customer orientation (CO) affect SL and therefore how SL affects firm strategies (FS) and firm performance (FP). Design/methodology/approach-A quantitative approach was used using a structured survey based on an extensive literature review. To improve the questionnaire, a pretest was conducted with 62 managers (excluded from the final sample). The survey was applied to 460 managers in information technology (IT) Companies in Istanbul. Data were analyzed using IBM SPSS 25, LISREL and IBM SPSS Process V3 plug-in for mediation effect analysis. The survey was designed to avoid common method variance by ensuring anonymity and appropriate response times. Findings-Analysis results reveal that MO and CO positively affect SL. SL positively affects FS and FP. In addition, SL mediates the relationships between MO and FS, MO and FP, CO and FS and CO and FP. Research limitations/implications-The fact that the research is limited to IT companies in Istanbul may affect the generalizability of the findings. Future research may expand the scope to other sectors and regions to confirm the results. In addition, the use of cross-sectional data limits the capability to make causal inferences, suggesting the need for longitudinal research. Practical implications-By developing a culture of continuous learning and adaptation, companies can develop solid strategies that increase performance and competitiveness. In sectors where competition is intense, companies need to develop SL skills in their own markets and adopt them organizationally. Originality/value-Given Istanbul's strategic importance in T & uuml;rkiye's digital economy and the dynamic nature of its IT sector, this geographic and sector-specific context adds unique value. The research provides empirical evidence on the interconnectedness of MO, CO, SL, FS and FP in the technology sector. The importance of SL as a mediating variable is stated and a comprehensive framework for strategic management in a dynamic business environment is presented.