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The effect of market orientation of partnership and relationship memory on relationship performance
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While numerous studies have been conducted on the relationships between market orientation and performance, research results show a contradictory result in such relationships. Additionally, since most empirical studies of market orientation have focused on the perspectives of the one side, and since these research results are either weak or incomplete, this study attempts to use dyadic perspectives to fill this gap and provides a clear accounting of the effect of partnership market orientation on relationship performance, in turn enhancing organizational performance. Furthermore, relationship memories are accumulated through interactions and learning between organizations involving the sharing of interorganizational routines, beliefs, and knowledge. Thus, this study regards relationship memory as a contingency variable (moderator and mediator). The authors test the hypotheses based on a mail survey targeting the top 1000 manufacturing and service industries in Taiwan. A total of 124 survey instruments were returned, for an effective response rate of 12.40%. The results support the hypotheses, which posit that market orientation of partnership is positively related to relationship performance. The results also suggested that relationship performance is positively related to organization performance. Moreover, the findings also support the authors' argument that the effect of market orientation of partnership on relationship performance is strengthened by relationship memory. The authors also discuss the theoretical and practical implications of their findings.
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