This study integrates the constructs of organisational change strategies, market orientation, top management behaviour, leadership style, learning orientation and business perfor Mance. A survey was sent to the top 2,000 organisations within Australia, as defined by annual revenue. Data was analysed using two‐stage least squares regression (2SLS). Findings indicate that both planned and emergent change strategies significantly influence market orientation. Results also indicate that top management behaviour, and leadership style significantly impact on a learning orientation. Finally, results indicate that a market orientation is positively related to a learning orientation and that a learning orientation has a stronger significant positive effect on business perfor Mance than does a market orientation.
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