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The purpose of this paper is to examine a multidimensional model of marketing culture and performance in tourism restaurants operating in Jordan. The paper introduces a model proposing certain associations between Webster’s (1990) marketing culture dimensions and attempts to underline how such associations affect restaurants’ performance.

A structured and self-administered survey was used, targeting managers and employees of tourism restaurants operating in Jordan. A sample of 334 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. Structural path model analysis was also used to test the hypothesised interrelationships of the research model.

The empirical findings indicate that the marketing culture dimensions are seven rather than six, as proposed by Webster’s (1990) original model: service quality, interpersonal relationships, management–front-line interaction, selling task, organisation, internal communication and innovativeness. “Organisation” had positively and significantly affected “interpersonal relationships”. “Interpersonal relationships” had positively and significantly affected each of “management–front-line interaction”, “selling task” and “internal communications”. On the other hand, each of “management–front-line interaction”, “selling task” and “internal communications” had positively and significantly affected “innovativeness”. However, “innovativeness” itself had positively and significantly affected each of “service quality” and restaurant performance. Finally, “service quality” had positively and significantly affected restaurants’ performance.

Only seven dimensions of marketing culture were examined; meanwhile, there could also be other dimensions that affect restaurants’ performance. This paper has also examined the effect of a multidimensional model of marketing culture on restaurants’ financial performance only; the use of other types of non-financial measures could yield different results. The fact that paper’s sample consisted only of Jordanian restaurants further limits its generalisation potential.

The paper reinforces the importance of sound marketing culture to Jordanian tourism restaurants. It further underlines the importance of several marketing culture dimensions, particularly those related to employees’ selection, development and communication. Further, the paper emphasises the particular importance of front-office employees to the success of Jordanian restaurants. Tourism restaurants’ managers and executives can benefit from such findings for designing their marketing culture strategies to achieve long-term performance objectives.

This paper represents the first empirical attempt to examine the interrelationships between marketing culture dimensions introduced by Webster (1990). Accordingly, it should shed more light on the dynamics of marketing culture within service organisations, and how such dynamics affect organisations’ performance. Further, the paper is the first of its kind to study marketing culture dynamics in the context of Jordanian tourism restaurants industry. International tourism restaurants planning to expand their operations in Jordan’s tourism industry have now valuable empirical evidence concerning the marketing culture dimensions and their effect on performance.

The present study is specifically designed to accomplish two objectives: to validate the SERV*OR scale in an emerging oriental market; and to test empirically the effect of service orientation on front-line employees ' service performance in various service skill areas.

The whole research involved a triangulation process, which involved in-depth interviews, pilot test, and survey interviews, to collect both qualitative and quantitative information to validate the measurement scales and test the hypotheses. The major objective was to validate the measurement scales and test the relationship between service orientation and front-line service employees ' performance in various skill areas.

The results from measurement scale development show that service orientation was represented by service leadership, service contact, human resources management, and service system, whereas service skills were embodied by functional skills and technical skills. Results from structural equation model (SEM) analysis show that various dimensions of the service orientation have differential positive effects on different types of the service skills.

Although the model is supported by empirical findings, only through replication in other service industries can it enhance its generalizability. Such factors as investment in service training, quality of training program, employee learning attitude may mediate or moderate the effect of service orientation on performance in different skill areas and future research should include them for a better explanation of the effect of service orientation on service skills.

Based on the results of this study, firms can strengthen the service orientation as an effective strategy to improve service skills and this broad strategy can be decomposed into more workable tactics like building service leadership, service contact, human resources management and service system improvement.

The present study bridged the macro and micro perspectives by developing a framework that provides a deeper and richer portrait of what kind of front-line employees engage in good service performance and, at the same time, what kind of service orientation component will be more effective in facilitating service performance. The findings contribute to the explanation of significant variance in employees ' service performance. The present study is thus a compelling extension of the previous approach to research on service behavior.

The purpose of this study is to explore the attitudes and beliefs of front‐line employees regarding how customer‐company interactions might be improved. Since front‐line employees are closely connected to customers, the resultant experiences and relationships with customers are highly dependent on their actions. However, little is written from the perspective of front‐line employees.

Using a qualitative approach and employing an adaptation of the grounded theory method, this study uses front‐line employee participants with data collection occurring over a six‐month period. A variety of data sources were used including open‐ended reciprocal interviews, member‐checking interviews, observation, and collection of participant and researcher artifacts.

Findings suggest that organizational changes initiated by management create strategically constructed silos that force implementation through people and systems to control and standardize the service interface and resultant customer experience(s). This reactive and inwardly focused construction of silos often serves company rather than customer needs and can result in deteriorating service levels based on the type of customer‐company interaction occurring.

Contrary to how most customer service processes are designed by management, not all customer‐company interactions are alike and vary both in regard to the degree of knowledge needed by front‐line employees to fully serve customers, and the routine or non‐routine nature of the interaction. A two‐by‐two matrix is presented to highlight the impacts of silos occurring for various interaction types.

Service recovery strategies are efforts used by organizations to bring back dissatisfied customers to a state of satisfaction with the organization. It has been argued that successful service recovery by organizations is dependent on the effectiveness of front line employees. The purpose of this paper is to examine a model of service recovery performance (SRP) of front line employees in the retail industry in Ghana.

The study uses personally administered survey data collected from 136 employees in 20 micro and small retail enterprises in Ghana. Hierarchical multiple regression analysis is used to test the direct and interactive effects of organizational variables such as perceived managerial attitudes and work environment factors on the SRP of front line employees.

The findings indicate that the SRP is influenced by employee empowerment, interaction between customer service orientation and empowerment, interaction between customer service orientation and training for customer service excellence, and the interaction between empowerment and training for customer service excellence.

Focussing only on the antecedents of SRP, and using cross-sectional data based on the self-assessments of the front line employees from one country.

Empowering front line employees to deal with service failures should be combined with training them in job related and behavioral skills to attend to the needs of customers. Moreover, it is critical to combine perceived customer service orientation with training front line employees in job related and behavioral skills.

First study to examine the antecedents of SRP of front line employees in a sub-Saharan African environment. Moreover, study examines the interactive effects of organizational and work environment variables on SRP.

The purpose of this study is to examine the effect of internal brand management (IBM) practices on tourism and hospitality employees' ability to demonstrate brand supportive behaviours. A model, which includes brand knowledge dissemination, role clarity, brand commitment and brand supportive behaviour is proposed. To provide further insight, the study seeks to examine the impact that hierarchical roles have on employees' responses.

A quantitative research methodology was adopted, resulting in the development of a self‐administered online survey instrument. Using a national database of service employees, respondents were invited to participate in the online survey, resulting in the completion of 137 surveys.

While all paths were significant in the overall model, differences were found when comparing front line and management models. Overall, brand commitment played a more significant role in the front line model, whereas role clarity was not shown to be significant in the management model with respect to influencing brand supportive behaviour.

The results suggest that the tourism and hospitality employee market is not homogeneous. IBM has a positive effect on all employees but it is what they choose to do with that information that differs. Managers should endeavour to develop brand‐committed front‐line employees, while the management employees should be encouraged to apply their brand knowledge, thereby “leading by example”.

An IBM strategy should be paramount in the tourism and hospitality industry, given the critical role the employee provides to a guest's overall experience and assessment of the brand. The study empirically validates the effects of IBM, identifying differences in responses based on hierarchical position, which has ramifications for practitioners and academics in developing best practice.

Purpose: This chapter considers talent management in ‘situ’, at a time of unprecedented disruption, and identifies implications for practice and study.

Methodology/approach: We compare normative advice from the talent management literature with publicly available accounts of talent management strategies employed during the Covid-19 pandemic. We also include perceptions of employees from publicly available reviews (Glassdoor, 2020a), and a brief personal account.

Findings: Hospitality and tourism organisations are encountering unprecedented pressures for change, primarily due to Covid-19 as well as the sustainability and social justice movements. We identify three organisational responses to the pandemic – closing/contracting operations, consolidating around areas of strength, and creatively pivoting in new directions. Innovations in talent management were found to vary accordingly, including: humane downsizing and pay cuts; training and development (for managers and front-line employees, including in emotional intelligence, resilience, and delivering service excellence online); new talent acquisition, through new programmes, structures, roles, and partnerships; an enhanced employee value proposition, including safe and fun work environments, as well as improved pay and benefits; commitments to social equity and sustainability; courageous, creative, and resilient leadership; and effective communication. Despite these innovations, employee reviews suggest that top performing organisations continue to fall short on work–life balance, un-social working hours, inadequate compensation, and poor-quality managers.

Practical implications: Ever increasing business complexity requires skilled senior managers in multiple domains, and empowered, decentralised unit-level managerial and owner competence (with skills in emotional intelligence, collaboration, and negotiation). Front-line employees, capable of delivering excellence in customer service (despite disrupted circumstances), are more essential than ever. Successful enterprises, both now and in the future, will undoubtedly be those that prioritise talent, throughout all levels of organisation.

Research limitations/implications: Future research should undertake a more comprehensive investigation of talent management strategies employed (including from small business owners), as well as employee perceptions of their effectiveness (considering socio-economic differences as well as gender and race). Research is also needed with respect to the perceived value of organisational commitments to sustainability and social justice initiatives.

Originality/value: This chapter uniquely considers talent management at a time of crisis. Methodologically, it uses publicly available data of employee perceptions of their employers.

This study investigates the attitudes and behaviour of airline front‐line personnel in Britain and Italy, in situations of service failure and recovery. Attitudes towards service recovery are explored through hypothetical scenarios in a questionnaire, and actual behaviours are recorded by using the critical incident technique. The results show that respondents’ attitudes toward service recovery differ by nationality with regard to their affectivity, their group orientation, and to whom they confer authority. With respect to behaviour, satisfactory outcomes from service recovery situations seem to be attributed to different factors by the two nationalities.

The purpose of this paper is to explore the effect of calculative, affective and normative commitment on bank employee-customer rapport and customer satisfaction. The mediating effect of rapport between each of the three types of commitment and customer satisfaction is also examined.

Structural equation modelling by Partial Least Square method is used for analysing the data on 212 bank customers in Bangladesh.

Results indicate that affective and normative commitment of customers has strong influence in developing rapport, whereas the impact of customers’ calculative commitment on rapport was found to be non-significant. The study also found that rapport has a complementary mediation effect between the three types of commitment and customer satisfaction.

While providing training to front line employees, bank management should make them aware that not all customers may have the same level of positive attitude or cooperation for the rapport-building procedure. Employees should understand that different customers will respond differently to their efforts for building rapport due to their pre-existing commitment levels towards banks. Bank management should acknowledge that customers’ current level of commitment may be further strengthened or weakened by successful or unsuccessful rapport building with banks’ employees and thereby re-evaluate their satisfaction level with the bank.

The study contributes to the relationship literature by exploring the mediating role of rapport between commitment and customer satisfaction, and by considering the influence of normative commitment on customer-employee rapport in financial services.

This paper reviews the literature on the implementation of quality programs in the Irish hotel industry. Through a review of the literature in service quality, empowerment, and strategy implementation, key issues that affect the achievement of quality are identified. Many quality programs fail from lack of commitment on the part of senior management, middle management, and front‐line employees. Quality management is focused on involvement, communication, and teamwork; but studies show that the management of quality in contemporary hospitality organisations is lacking in these dimensions. The integrative nature of the European Foundation for Quality Management model for business excellence might provide a useful framework for quality implementation in Irish hotels, and it is concluded that further research should be conducted to consider the potential of such frameworks in an Irish context.

The paper seeks to show frontline employee sensemaking in service encounters. The purpose is to reveal the processual nature of the dysfunctional behavior category and to point out the dilemmas that organizations face when drawing the line between what is acceptable and what is not.

The paper focuses on fare evasion management in urban bus transport, and more specifically on control interactions between ticket inspectors and passengers. Thanks to an ethnographic study of inspection work and to a dramaturgical approach to control interactions, the paper accounts for the process of fraud enactment.

The paper gives insight into a specialized service related activity: frontline inspection. It shows how different types of fare evasion behaviors are identified, qualified and eventually enacted. In addition, it points out three types of dilemmas in deviant behavior management: service/sanction; offense focused perspective/dysfunctional behavior management perspective and control outcome effectiveness/control outcome visibility.

Further research is needed to generalize the results. Moreover this original enactment perspective may not be restricted to service encounters, and future research work should address other aspects of the dysfunctional behavior enactment process.

Managers should take into consideration the organizational complexity involved in dysfunctional behaviors' management. A collective inquiry into their organization's participation in the shaping of these behaviors is especially recommended; so is a specific focus on front line employees' management, given their importance in the enactment of deviant behaviors.

The paper contributes to the theory of deviant clients' behaviors and brings a processual and social‐constructive perspective.