The Role of Organizational Learning in Stakeholder Marketing(Jeannette A. Mena & Brian R. Chabowski)

I Putu Septian Adi Prayuda(041414153018)

Introduction•The purpose of this study was to explore

the relationship between:Stakeholder-focused

organizational learning

Stakeholder-focused behavioral action

Organizational Performance

Integrated:Stakeholder Theory +

Organizational Learning Literature

Stakeholder Theory• Views the organization as a center of a system of

stakeholder relationship, with each stakeholder having different interests and expectation (e.g., Clarkson 1995)

• A Stakeholder: Any group or individual who can affect or is affected by the achievement of the organiztion’s objectives (Freeman 1984, p. 46)

• Primary Stakeholder: Customers, Employees, Supliers, shareholders, regulators, the community

• Secondary stakeholders: Special interest groups, consumer advocate groups, and the media

Organizational Learning• The development of new knowledge or insights

that have the potential to influence behavior. (Slater and Narver 1995, p. 63)

experiential

vicarious

contact

knowledge acquisition

information distribution

information interpretation

organizational memory

Is This a Contemporary Journal?• This is an important contribution to stakeholder research,

as previous studies largely ignore the internal, organizational drivers of stakeholder-focused responsiveness, concentrating instead on the external factors (cf. Bundy et al. 2013).

• Relative to prior studies, this research build a more realistic model of organizational learning by distinguishing among three mechanisms organizations employ to gather stakeholder-related knowledge and evaluating their effects on behavioral action.

• Research in marketing has implicitly applied stakeholder theory by examining single stakeholder relationships, but it has failed to adopt a holistic perspective (e.g., Hillebrand et al. 2015; Hult et al. 2011).

• This is the first empirical study to provide a fine-grained explanation of the processes involved in learning about and responding to the stakeholders’ interests.

Research Model

3 hierarchical regression models

Hypotheses Development• H1a, H1b, H1c, H1d : about relation between 4

Process Organizational Learning and Stakeholder-Focused Responsiveness

• H2a, H2b : about relation between Knowledge Acquisition and Stakeholder-Focused Innovation & Imitation

• H3 : about combinative effects of each pair of knowledge acquisition mechanisms

• H4a, H4b, H4c : about relation between Stakeholder-focused Behavioral Action and Organizational Performance

Result• H1 were supported except the link between

vicarious knowledge acquisition and responsiveness

• H2a was partially supported (experiential knowledge acquisition is the key knowledge acquisition driver of innovativeness)

• H2b was partially supported (vicarious knowledge acquisition is the key knowledge acquisition driver of imitativeness)

• Results indicate mixed support for H3• H4a, H4b, and H4c were supported

Future Research•How about secondary stakeholders??•There are other aspect of knowledge

acquisition that we can explore: focuses on the origins and initial stages of an organiztional’s development.

Thank You