Slater and Narver (1995) remind of that market orientation provides the cultural foundation for organisation learning.

Slater and Narver (1995) remind of that market orientation provides the cultural foundation for organisation learning. However, limitations to the notion of market orientation include the lack of a theory relating market orientation and organisational performance, and a lack of understanding of by what mode collaboration and co-operation between firms may create customer value. In other words, a firm embedded within a network perspective is lacking. Indeed, a certain have argued that organisational learning is more critical than market orientation through se to performance outcomes and can lead to positions of advantage for firms (Day 1994; Lievens, de Ruyter and Lemmink 1999; Slater and Narver 1996) on recognising the impact that internal communication activities and organisational learning may have forward external partner and customer performance consequences firms may better translate partner and customer requirements into operational activities to fit those requirements.