A holistic view of the use of corporate culture conveyed by internal marketing for enhancing stability, sustainability and consistency in service quality

Botha, Johan S.

doi:10.21511/imfi.13(3-1).2016.11

Cited by 7 publications

(6 citation statements)

References 33 publications

(10 reference statements)

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“…This is partly due to the notion that the Organizational Culture which is inculcated into students and employees is strikingly different from that in other service sectors (Ngacha & Onyango, 2017). A wellplanned, well-maintained, positive, consistent and long-term Organizational Culture enhances solid and feasible Service Quality that conforms with organizational goals (Botha, 2016;Jo Ey & Yazdanifard, 2014). The hypothesized relationship was shown in Figure 1.…”

Section: Relationship Between Organizational Culture and Service Qualitymentioning

confidence: 99%

“…Since universities are operating in extremely challenging and dynamic environments, attaining excellence and enhancing Service Quality provides a huge competitive advantage thus helping universities to set themselves apart from their competitors (Chong & Ahmed, 2015;Arif, Ilyas, & Hameed, 2013;Mazzarol & Soutar, 2012). A well-planned, well-maintained, positive, consistent and long-term Organizational Culture enhances stable and sustainable Service Quality that is in line with university's business objectives (Botha, 2016;Jo Ey, & Yazdanifard, 2014).…”

Section: Introductionmentioning

confidence: 99%

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A Comparative Analysis on the Relationship Between Organizational Culture and Service Quality in Public and Private Universities in Kenya

Ngugi

Gachunga

Mukanzi

2021

HRLJ

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Purpose: The purpose of this study was to compare the relationship between Organizational Culture and Service Quality between public and private universities in Kenya. Methodology: The methodology of this study comprised of descriptive and causal research designs. The target population was 2,475 teaching staff in the 23 chartered public and 17 chartered private universities in Kenya. Sample size comprised of 225 teaching staff in the business program in two chartered public and two chartered private universities in Kenya. The collected questionnaires were 189 (Public 75, Private 114) which resulted in a response rate of 84%. Findings: The study findings showed that, in universities in Kenya, there was a significant difference in means of Organizational Culture between public (mean=3.60, p-value=0.000<0.05) and private (mean=4.13, p-value=0.000<0.05), with private universities having a higher mean. The study findings showed that, in universities in Kenya, there was a significant difference in means of Service Quality between public (mean=3.68, p-value=0.000<0.05) and private (mean=4.18, p-value=0.000<0.05), with private universities having a higher mean. The findings also showed that Organizational Culture has a positive, significant relationship with Service Quality in both public (r=0.649, p-value=0.000<0.05) and private (r=0.587, p-value=0.000<0.05) universities, where the relationship was stronger in public universities compared to private universities. Organizational Culture has a significant influence on Service Quality in Public universities (r2=0.421) and in Private universities (r2=0.345). The study concluded that there is indeed a significant, positive relationship between Organizational Culture and Service Quality in both public and private universities in Kenya. The Study also concluded that Organizational Culture was a significant predictor of Service Quality in both public and private universities in Kenya. Unique contribution to theory, practice and policy: This study made an outstanding contribution to theory by validating use of systems theory of management. The study also contributed greatly to theory by showing a significant relationship between Organizational Culture (using DOCS) and Service Quality (using SERVQUAL) as measurement instruments in public and private universities in Kenya. This study recommended that leadership in public universities needs to emulate the culture in private universities so that there is higher service Quality for the students. Also, leadership in private universities need to improve on how they use their strong and positive organizational culture to deliver Service quality to its students amidst the unique challenges they face.

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Section: Relationship Between Organizational Culture and Service Qualitymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A Comparative Analysis on the Relationship Between Organizational Culture and Service Quality in Public and Private Universities in Kenya

Ngugi

Gachunga

Mukanzi

2021

HRLJ

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“…Prior literature has found that SQ affects OP and is influenced by ITC (Chan and Wang, 2012) and SP (Albort-Morant et al, 2016). Currently, there is consensus that the increasing focus on sustainability is altering the competitive landscape, forcing organizations to adopt robust environmental policies, community, customers, employees and products (Botha, 2016). Thus, technological solutions in the hospitality context can be exploited to improve profitability, productivity and SQ (Khan et al, 2021;Mandi c and Prani cevi c, 2019) to alter the perception of SP.…”

Section: Theoretical Background and Hypotheses Development 21 It Capa...mentioning

confidence: 99%

Elucidating the effect of information technology capabilities on organizational performance in UAE: a three-wave moderated-mediation model

AlKatheeri

Jabeen

Mehmood

et al. 2021

IJOEM

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PurposeThis paper aims to investigate information technology capabilities (ITC)’s influence on organizational performance (OP) within the hospitality industry. Specifically, it analyzes the indirect effects of sustainability practices (SP) and service quality (SQ) on the relationship between ITC and OP. The moderating effect of top management support (TMS) is also examined.Design/methodology/approachUsing a three-wave time-lagged design, 507 UAE hotels' managers took part in the study. Hierarchical regression bootstrapping approach was used to examine the hypothesis.FindingsThis study suggests that ITC are positively related to OP. Furthermore, the study found that SP and SQ mediate the ITC-OP relationship. TMS moderates the positive relationship between ITC and OP and also moderates the relationship between SQ and OP. Additionally, TMS moderates the indirect effect of SQ on the association between ITC and OP, such that the mediating effect is stronger when TMS is at a high level.Research limitations/implicationsThe study shall assist the practitioners of the hospitality firms to focus their attention on ITC to improve SQ and hence achieve optimal performance.Originality/valueThe novelty of this research lies in the presentation of an integrated framework based on a resource-based view to solve the contemporary challenges facing hospitality firms operating in emerging markets in integrating ITC and SP for better organizational results.

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“…Also, the importance of customer service quality was emphasized by Botha (2016). The author considered the interconnection between corporate culture, customer service and organizational performance.…”

Section: Literature Reviewmentioning

confidence: 99%

Corporate image in behavioral marketing of business entities

Polinkevych

Kamiński

2018

Innovative Marketing

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Nowadays, the development of an effective corporate image model is a topical issue. Under increasing competition in many economic spheres, forming the company’s reputation and meeting the growing needs of consumers are especially noteworthy. The purpose of the article is to develop a set of marketing measures that would contribute to the formation of a positive corporate image of business entities and support it in the long run. The relationship between the research subject and the consumer needs is highlighted. The article deals with the features of behavioral economics and general approaches to shaping the corporate image. It is proposed that business entities should take into account five target segments, including clients, suppliers, shareholders, employees, and intermediaries when forming a positive corporate image. It is noted that each of these subjects is an “econ” who does not make rationalistic decisions, but places emphasis on spontaneity and emotionality. It is also noted that it is difficult to predict the situation of forming a positive corporate image of business entities. The results of this article can be used in further research and taken into account when creating a corporate image of an enterprise.

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A holistic view of the use of corporate culture conveyed by internal marketing for enhancing stability, sustainability and consistency in service quality

Cited by 7 publications

References 33 publications

A Comparative Analysis on the Relationship Between Organizational Culture and Service Quality in Public and Private Universities in Kenya

A Comparative Analysis on the Relationship Between Organizational Culture and Service Quality in Public and Private Universities in Kenya

Elucidating the effect of information technology capabilities on organizational performance in UAE: a three-wave moderated-mediation model

Corporate image in behavioral marketing of business entities

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