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Competition in Hong Kong’s tourism market is very intense and local travel agencies have to improve the quality of their service in order to enhance their competitive edge. This industry‐specific research examines the relationship between marketing culture and the perceived service quality of outbound tours. The author sampled tour escorts and asked them to describe the patterns and characteristics of their firms’ marketing culture. Tour members who had just returned from outbound tours were also sampled for the measurement of their perceptions of the quality of tours. The findings indicate a positive relationship between marketing culture and service quality. High quality service can be delivered when a travel agency successfully fosters a customer‐oriented marketing culture characterized with a strong emphasis on service quality orientation and interpersonal relationships. In a high‐contact service business such as tourism service, marketers must understand that commitment to quality service and service mentality are integral elements in the firm’s culture and that a positive attitude towards interpersonal relationships must be held by service employees.

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 past decade has seen a flurry of academic and practitioner interest in organizational culture. This has coincided with an increase of theoretical interest in organizational marketing. However, despite some obvious linkages, there have been few studies examining the links between the two. This paper synthesises existing marketing and culture theory into conceptualisations of organizational and market‐oriented cultures. Specifically, such cultures are presented as stratified, processual and subcultural. Thereafter, the development of a market‐led culture is reviewed in terms of the ability of the subculture of marketing to dominate the wider organizational culture. A series of propositions is forwarded relating to factors which affect this interaction. Conclusions and implications for research are presented and discussed.

The purpose of this paper is to find out whether there was a significant relationship between marketing culture and organizational commitment. In addition, relations between dimensions or marketing culture and dimensions of organizational commitment were investigated. Prior studies have shown that there were significant relationships between organizational culture and organizational commitment. Accordingly it is that there is a significant relationship between marketing culture and organizational commitment.

This research collected data via survey method in Istanbul, Turkey. The survey forms were implemented to employees who were selected by convenience sampling method from one private bank’s agencies and 318 employees participated to the survey implementation.

With the help of canonical correlation analyze, it was found out that there was a significant relationship between marketing culture and organizational commitment. Accordingly the main hypothesis was supported. Also relations between dimensions of marketing culture and dimensions of organizational commitment were concluded through their canonical loadings.

This study used two main scales from the literature to determine marketing culture and organizational commitment. For marketing culture, Webster’s (1990) marketing culture scale was preferred to determine marketing culture of employees. Organizational commitment was evaluated in three basic dimensions as affective commitment, continuance commitment and normative commitment according to Meyer and Allen’s (1997) scale. For future studies, different types of scales can be used differently in another service sector or business. The results can give some useful information essentially for managers from banking sector.

This study has an important originality as being the first one that investigates the relationship between marketing culture and organizational culture in a related literature. So it is thought to show significant relations between marketing culture’s factors and organizational commitment’s factors.

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.

Recent research illuminates the important contribution of organizational culture and market orientation to organizational effectiveness. In an attempt to increase the conceptual and empirical body of knowledge, explores the links between organizational culture, market orientation, and marketing effectiveness in the context of strategic marketing alliances. Analyzes responses to self‐administered questionnaires returned by 128 such organizations. The findings suggest that organizational culture significantly affects marketing effectiveness, although the individual dimensions of organizational culture have varying degrees of influence upon the dimensions of marketing effectiveness. Among mechanistic or non‐adaptive cultural dimensions, increased internal culture enhances an internal market effectiveness dimension, whereas increased external culture enhances an external market effectiveness dimension. This internal/external alignment is not found for the organic or adaptive cultural dimensions. This same internal/external alignment is found, however, when examining the relationship between market orientation and market effectiveness. Internal aspects of market orientation enhance an internal market effectiveness dimension, whereas increased external orientation enhances an external market effectiveness dimension. Discusses managerial implications.

The purpose of this paper is to contribute to the understanding of relationship between implementation process of marketing concepts and the culture at the small- to medium-sized enterprise (SME) level of the Omani economy. The marketing culture and behavior provide a comprehensive insight into the implementation process of marketing concepts in SME sector in Oman. This paper seeks to explore the marketing culture of the firm’s members and to what extent they can support or create barriers to the successful implementation of the marketing concept in Al Buraimi region – Oman.

A quantitative approach was used to explore the impact of organizational culture on the implementation of marketing concepts on SMEs; to achieve the objective of this study, the paper based on a sample of 240 of SME sector in Al Buraimi. Simple Random Sampling was used for the sample distribution. The IBM analysis program Statistical Package for Social Sciences was used to process the data sets.

The findings of this study support the argument about the positive relationship between the implementation of marketing concepts and organizational culture. In the Omani context, organizational culture is related to the whole society’s culture, which has changed over recent years due to changes in lifestyle and consumer behavior. All of this affects the SME sector and its ability to create new ideas for the marketing process.

The paper finds that there is a logic and structure to the culture and the implementation process of marketing concepts. It helps to identify the impact of the culture of the SME on the implementation of marketing in the SME sector on the Omani economy in light of the new orientation on the part of decision makers in terms of increasing the importance of non-oil activities.

The literature has shown that organizational culture influences job satisfaction in various industries such as tourism, banking and retail. As a result, investigating the impact of culture and organizational structure is a topic of growing interest. In this context, the purpose of this paper is to examine whether marketing culture has a positive effect on job satisfaction in banking firms.

This study employed a survey methodology. Surveys were conducted in Istanbul, Turkey, with service industry employees of private banks and insurance companies. To measure the marketing culture, Webster’s (1990) marketing culture model with 34 items was adopted. Six basic dimensions of “service quality, interpersonal relationships, selling task, organization, internal communication and innovativeness” were measured using the survey instrument. Job satisfaction was measured using the 20-item Minnesota Satisfaction Questionnaire on the following two dimensions: intrinsic satisfaction and extrinsic satisfaction. The data were analyzed with SmartPLS 2.0 and SPSS 21 programs.

It was found that marketing culture had a significant and positive effect on job satisfaction. In particular, the marketing culture factors had a greater effect on extrinsic satisfaction in banking firms. In this regard, service quality, organization, selling task and innovativeness had a positive effect on extrinsic satisfaction.

This study supports the argument that the concept of marketing culture is different from the market-oriented culture type. In addition, this study shows that marketing culture has a positive effect on job satisfaction in banking firms.

Examines the importance of the marketing culture of a service firm by pinpointing the strength of its association with marketing effectiveness. First, collects data to validate and purify a measure of marketing effectiveness. Second, undertakes a procedure to discover the nature of the relationship between the kind of marketing culture a firm has and its marketing effectiveness. The findings reveal a strong relationship between these two constructs even when the possible effects of firm size and geographical scope are removed.

Notes that current thinking places an appropriate culture near the top of the list of important ingredients for successfully marketing services. Examines the concept of marketing culture in detail. Provides a method for assessing the marketing culture of a service firm. Outlines the details of the audit together with possible applications.