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The purpose of this paper is to present a critical review of culture study streams in international marketing and offer suggestions for future development.

A comprehensive review of earlier and current approaches to culture study in international marketing is offered. Shortcomings of earlier studies are highlighted and suggestions for remedies are presented. Future research suggestions are also offered.

Five streams of earlier studies and their shortcomings are presented, along with four avenues for future research.

More sharply framed culture study will lead to a deeper understanding of culture's role in targeting, segmentation, and positioning and strategy formulation by scholars and managers of international marketing.

The paper integrates a large body of research in an important research area in international marketing and offers future research directions.

This study aims to investigate an under-researched area, an international marketing perspective, based on international dynamic capability, environmental sustainability and organizational marketing performance in gamification and non-gamification-based organizational culture (OC). This paper deepens the understanding of gamification-based and non-gamification-based OC influence on innovation capability and environmental and organizational marketing performance through the theory of organizational creativity and the theory of administrative behavior (AB).

The authors collect data from firms that abide by the ISO 14091 certifications to ensure the proper quality standards. Primary data from 384 firms are used to test the hypotheses. The results would help firms invest in technological solutions by practicing creativity over time. Additionally, the study helps explore how AB is critical in steering technological creativity for making firms climate-conscious.

The study's findings identified that OC has a positive influence on technological innovation capabilities and environmental innovation capabilities. Technological innovation capabilities have a beneficial impact on environmental sustainability. Environmental sustainability appears to have a substantial correlation with technological innovation skills. Environmental innovation capabilities positively impact environmental sustainability and organizational marketing performance. A moderating effect of gamification on the international dynamic capabilities within a relationship between organizational culture and environmental innovation capabilities exists.

The investigation is confined to understanding how gamification-based and non-gamification-based organizational marketing culture affects innovation capability, environmental sustainability and organizational performance through the lens of theory of organizational creativity and theory of AB.

Most international marketing studies, taking a sociological position, assume homogeneity within and heterogeneity between cultures. Taking a psychological position and based on the Mindscape Theory, the purpose of this paper is to support the hypothesis that there is intra-cultural and intra-market heterogeneity.

The translated survey for international use has many problems. These problems can greatly be minimized by the use of pictorial/geometric shapes that were used in this study. These shapes were constructed using redundant and non-redundant complexity, and made to be culture neutral.

Data analysis supported the presence of three of the four Mindscape types as was hypothesized, indicating individual intra-market heterogeneity in the three cultures under investigation. Additionally, the corollary hypothesis of transcultural heterogeneity was confirmed.

It has been proposed that Mindscape types are partly innate and partly learned. What proportions constitute each part? Can the learned aspect be unlearned? Can different marketing strategies appeal to each? What marketing programs are better suited to influence the learned aspect? Future studies could explore these issues.

The findings of this paper have wide applicability and implications for international marketing strategy, including ways of deploying market segmentation, target marketing, positioning strategies, as well as configurations of marketing mix elements.

This paper used a novel and unique way for data collection and analysis. A geometric-pictorial survey was used for data collection. Data analysis was done with factor analysis and cluster analysis combined.

Marketers are berated for their dependence on Hofstede and his concept of culture which stems from nineteenth century anthropology. International marketing studies need a new approach to culture, which is consistent with the workings of the global knowledge economy. It is argued that it is no longer satisfactory to associate culture with markets perceived as national aggregates of characteristics. Rather culture is seen as a knowledge resource waiting to be discovered in marketing relationships and clusters of affinity. A five‐point scheme for the foundation of a new approach to culture is presented.

Cultural factors have tremendous impact on cross‐national communication, and it is in the area of cross‐cultural communications that most blunders in international marketing occur. Using Hofstede′s four discussions of culture, this article provides a generalisable framework to assess the effectiveness of cross‐cultural communication. The application of the proposed framework has been demonstrated in the context of promoting international tourism.

Three types of industrial buyer-seller relational process models are available: joining theory, stage theory, and state theory. However, historically, these models have developed based on the knowledge and cultural context of the Western world. Several researchers note that national culture may have an impact on international industrial buyer-seller relationships. Including culture in the models is highly important, especially as the business environment is increasingly more global and different countries have different business cultures. The goal of this paper is to define the most suitable industrial buyer-seller relational process models for describing relationships in various contexts. The paper includes a through literature review and a single case study in order to reach this objective. A new state theory model evolved during the research. It consists of two beginning states: searching and starting; four purely middles states: constant/static, decline, growth, and troubled; and a purely end state: termination. The state of dormant/inert is both a middle state and an end state, that is, when the relational actors are not in contact does not mean that the relationship has ended, but instead, for example, new legislation may have been implemented, which requires the actors to evaluate their relationship and its future. A relationship goes through the two beginning states in the order mentioned above, but after that, any state may occur.

By standardizing the marketing effort over similar worldwide segments and differentiating it across dissimilar worldwide segments, the international marketing manager is able to reap the advantages of both standardization and customization. The choice of the variables by which to segment the global market is crucial. Traditionally, purely environmental bases (geographic, political, economic, and cultural) were used as bases for international market segmentation. Proposes that international marketers group relevant markets based on both environmental as well as marketing management bases. The marketing management bases are classified as: (1) product‐related; (2) promotion‐related; (3) price‐related; and (4) distribution‐related. Derives number of propositions with direct implications for international marketing strategy and segmentation with respect to these bases. Highlights the managerial implications of the variables encompassed by these bases. Proposes the empirical investigation of the derived propositions as a research agenda for the future.

The purpose of this paper is to shed light on the discussion of cross-cultural research, in particular the use of dimensions of national culture, for international marketing.

Discuss definitions of values and culture, analyze cultural models as to purpose and design and applications of models to international marketing.

International marketers benefit from applying dimensions of national culture, but researchers make mistakes in applying and interpreting such dimensions, thus discrediting useful means of research for international marketing.

Researchers should understand the problems of multi-level research and interpret dimensions better when using them for research.

The value of this paper is in clearing up some of the misunderstandings about dimensions of national culture.

In business and management, cross-national and cross-cultural comparisons between countries have been a topic of interest for many decades. Not only do firms engage in business in different countries around the world but also within countries. The population has become more diversified over time, making cross-cultural comparisons within country boundaries increasingly relevant. In comparisons across cultural groups, measurement invariance (MI) is a prerequisite; however, in practice, MI is not always attained or even tested. Our study consists of three parts. First, we provide a bibliometric analysis of articles on cross-cultural and cross-national topics in marketing to provide insight into the connections between the articles and the main themes. Second, we code articles to assess whether researchers follow the recommended steps as outlined in the multigroup confirmatory factor analysis (MGCFA) approach. The results indicate that MI testing is incorporated in the toolbox of many empirical researchers in marketing and that articles often report the level of invariance. Yet, most studies find partial invariance, meaning that some items are not comparable across the cultural groups studied. Researchers understand that MI is required, but they often ignore noninvariant items, which may decrease the validity of cross-cultural comparisons made. Third, we analyze the dissemination of MI in the broader literature based on co-citations with Steenkamp and Baumgartner (1998), a widely cited article on MI in the field of marketing. We conclude by noting methodological developments in cross-cultural research to enable addressing noninvariance and providing suggestions to further advance our insight into cross-cultural differences and similarities.

Examines the barriers caused by cultural differences when marketing goods in the Middle East. Highlights the growth of Islamic countries in the international marketplace – exports soared from $15,000 million in 1973 to $78,000 million in 1978. Draws on the results of research with companies actively involved in marketing in the Arab world. Defines the concept of culture. Describes how custom and tradition, language, literacy and symbolism can impact on the marketing mix. Concludes that to carry out a successful marketing policy in the Middle East, companies must: Approach cultural problems in an organized and systematic way; Carry out in‐depth market research; Consider employing Arab national in senior marketing positions; Observe tradition and avoid offending beliefs; Observe tradition and avoid offending beliefs; Recognize sub‐cultures within the Arab world and the speed and scope of change in the region.