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Exploring the Operationalization of Market Sensing in a Higher Education Organization

By Ashish Bhardwaj Consultant, Management Education Thursday, March 27, 2025 | 10:00 – 11:00 AM (Thailand Time, UTC+7) **Online via Zoom** Register here to reserve your seat Abstract: Market sensing dynamic capability has been hypothesized to consist of three key organizational processes – sensing, sense-making, and articulation of transformational response. Past research has explored a) the relationship between an organization’s market orientation culture and its market sensing capability, b) the influence of the organization’s learning processes on its market sensing capability and c) the role of managers as entrepreneurs on the organization’s market sensing capability. However, there has been limited research on the operationalization of market sensing as a dynamic capability. Drawing on research from the fields of market orientation, dynamic capabilities, and organizational responsiveness, this study proposes a model that incorporates strategic action as a component of market sensing dynamic capability, and studies the relationship between the market sensing dynamic capability and business performance. This research introduces a strategic action variable “Experimentation” to the framework, and it is described in terms of two sub-components, “Exploitation” and “Exploration”, to describe market-driven and market-driving strategic actions respectively, pursued by the organization. Additionally, the study examines the relationship between the proposed sub-component processes, i.e., market research, insight gathering, internal communication, shared interpretation, exploitation, and exploration respectively, and business performance. The study adds to the extant research on market sensing as a dynamic capability by proposing and investigating a strategic action orientation in the research model as part of the dynamic capability. Further, this study conceptualizes two sub-components of Experimentation, i.e., Exploitation and Exploration. The examination of the relationship between the type of strategic action and business performance and the significance of the positive relationships found is an enhancement of the theoretical frameworks posited in extant research. From a managerial perspective, this research advances the case for small, calibrated actions, or experiments to adapt to or drive change in the market. This practical insight is put forth as a potential mechanism for delivering superior business performance. An area of future study is the exploration of market responsiveness and innovation in non-profit organizations and social enterprises, where mission focus and social benefit supersede the goal of maximizing profit and shareholder value that is typical of for-profit organizations.   For more information please contact +66-2218-4000 ext. 83893 or researchseminar@sasin.edu.