Marketing culture and business performance

Abstract

2014),"The impact of cultural sensitivity and information exchange on relationship quality", Marketing Intelligence & Planning, Vol. 32 Iss 7 pp. 754-768 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the validity and reliability of marketing culture measurement scale developed by Webster (1990Webster ( , 1993 in the context of Jordanian tourism restaurants industry. Further, the paper aims to assess the impact of marketing culture, and its dimensions, over Jordanian restaurants performance. Design/methodology/approach -A structured and self-administered survey was employed targeting managers and employees of tourism restaurants operating in Jordan. A sample of 334 of tourism restaurants managers and employees were involved in the survey. A series of exploratory and confirmatory factor analyses were used to assess the research constructs dimensions, unidimensionality, validity, and composite reliability. Two structural path models analyses were also used to test the hypothesized relationships of the research model. Findings -The empirical findings indicate that marketing culture dimensions are found to be seven rather than six dimensions as proposed by the original model; service quality, interpersonal relationships, management-front-line interaction, selling task, organization, internal communication, and innovativeness. A new dimension is found, named as management-front-line interaction, which exerted a positive and significant effect on restaurants performance. The structural findings indicate that the marketing culture "construct" has a positive and significant effect on restaurants performance, meanwhile only three out of seven of its dimensions exerted a positive and significant effect on restaurants performance; innovativeness, management-front-line interaction, and organization, respectively. Research limitations/implications -Theoretically, the author examined only seven components of marketing culture; meanwhile there could be other factors of marketing culture, or other organizational factors, that may affect restaurants performance. Empirically, the research has also examined the effect of marketing culture on restaurant financial performance only. ...

A systematic and critical review of restaurants’ business performance: Future directions for theory and practice

“…However, three studies (9.09%) measured business performance by concentrating only on financial performance . For instance, Al-Mohammad et al (2014) measured financial performance by using items such as sales volume and profitability. Secondary data analysis was also used for measuring financial performance (e.g.…”

“…A number of articles focused on organizational/operational factors and their influence on restaurants’ business performance. For example, it was found that business performance is positively influenced by internal marketing and market orientation (Brown et al, 2014; Salehzadeh et al, 2017), marketing culture (Al-Mohammad et al, 2014), innovation activities (Lee et al, 2016a; 2016b), product innovation (Cho et al, 2018), organizational culture (Jogaratnam, 2017a), asset growth (Mun and Jang 2020), inventory turnover (Park and Kim 2020), and franchising (Madanoglu et al, 2011).…”