ABSTRACT
This paper divides the strategic orientation into three dimensions: market orientation, entrepreneurial orientation, and learning orientation, which construct a structural model of the relationship among strategic orientation, marketing capability, and corporate performance. Subsequently, the direct mechanism of strategic orientation at corporate performance and the indirect mechanism of marketing capability as intermediary variable are discussed. The results reveal that the direct impact of market orientation and entrepreneurial orientation on corporate performance is less than the indirect effect. Learning orientation has only an indirect impact on corporate performance, and marketing capability is a key factor bridging the relationship between corporate performance and strategic orientation.
