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Why are some libraries more market‐oriented than others? This paper seeks to answer this question by examining the pertinent issues underlying the marketing culture of Finnish research libraries and the library management's awareness of modern marketing theories and practices.

An integrated methodological approach of qualitative as well as quantitative methods was used to gain knowledge on the pertinent issues lying behind the marketing culture of research libraries. The directors and consumers of 33 academic and special libraries participated as respondents in the study.

Three kinds of marketing cultures were found: the strong (the high flyers); the medium (the brisk runners); and the weak (the slow walkers). These marketing cultures are explained by analyzing the libraries' marketing attitudes, knowledge, and behavior permeating their organizations.

The study shows the extent to which marketing attitudes, behavior, and knowledge are related. Moreover, the results indicate serious implications, not only in the Finnish context, but also for libraries in other cultural contexts as well.

The practical implication for libraries is that it pays to be market‐oriented, the ultimate result being higher customer satisfaction.

The contribution of the paper lies in the framework showing linkages between the critical components of the marketing culture of a library: antecedents, market orientation, facilitators and consequences.

Examines the background to privatisation in the UK and explores current practice. The transition to change over two decades has brought about more demanding and value‐conscious customers along with an information technology revolution. Corporate culture is seen as a litmus test, shaping changes in performance and unifying the social dimensions of an organisation. Privatisation has seen changes emerge in some companies more dominantly than in others. Uses this background as a building block to articulate detailed empirical research that has been conducted within three formerly nationalised companies: The National Remote Sensing Centre, Royal Ordnance Environmental and The Stationery Office. Concludes that pre‐privatisation, notions of quality of service, lower prices and working for the good of consumers was not achieved, as profits were not seen as a commercial requirement. Of the companies researched, two seemed to be strongly influenced by the culture of their parent company. Two companies that have adapted a marketing culture seem to have fared better than the company with a strong financial culture. All three companies experienced difficulty in breaking free from an inbred philosophy of production orientation.

The purpose of this paper is to examine the validity and reliability of marketing culture measurement scale developed by Webster (1990, 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.

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.

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.

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. Further, the research is industry limited; tourism restaurants in Jordan. Accordingly, the findings cannot be generalized to other service industries without further examination.

Tourism restaurants managers should recognize that marketing culture is not simply a number of dimensions that shape it rather; it is a complex organizational phenomenon that affects performance. Marketing culture is a multidimensional construct that consists of seven dimensions not just six as proposed by the original model. Tourism restaurants managers and executives can benefit from the research findings while designing their marketing culture strategies to achieve long-term performance objectives.

This is the first research effort devoted to reveal the marketing culture dimensions and examine their effect on tourism restaurants performance in Jordan. Executives and managers can benefit from the research findings to enhance their marketing culture strategies to achieve long-term objectives. International tourism restaurants planning to expand their operations in Jordan's tourism industry have now empirical evidence concerning the marketing culture dimensions and their effect on performance.

The article in the previous issue provided a background to privatisation and highlighted how previously nationalised companies were managing the transition of change. This article continues this theme at a more detailed level and presents details of applied research into three formerly nationalised companies, namely: The National Remote Sensing Centre, Royal Ordnance Environmental and The Stationery Office. It concluded that pre privatisation, notions of quality service, lower prices and working for the good of consumers was not achieved, as profits were not seen as a commercial requirement. Of the companies researched, two seemed to be strongly influenced by the culture of their new parent company. The two companies that have adopted a marketing culture seem to have fared better than the one company with a strong financial culture. Despite the moves towards being more marketing orientated it is also concluded that all three companies were having difficulty in breaking free from an inbred philosophy of production orientation.

Notes that methodological problems are hampering the growth of cross‐cultural marketing research and presents a review of methodological issues to address these problems. Organizes these issues around a six‐step framework which includes elements such as problem definition, the development of an approach and research design formulation. Notes that the marketing research problem can be defined by comparing the phenomenon or behaviour in separate cultural contexts and eliminating the influence of the self‐reference criterion. Discusses issues in data analysis such as treatment of outliers and standardization of data. Concludes with an interpretation of results and report presentation.

Given the increased importance of food in tourists’ travel experience, the purpose of this paper is to explore the current and future potential of local food and foodways in marketing Egyptian destinations online.

The content of 20 Egyptian destination marketing organization (DMO) websites was subject to a content analysis. A checklist was developed based on literature analysis. The frequencies of information related to food culture and cuisine marketing were tallied, followed by a qualitative assessment of contents from the various websites. The results were further discussed with DMO representatives to provide contextualized insights as to the future potential of utilizing local food and food tourism initiatives as a component of DMOs website marketing in Egypt.

The study noted some initial efforts for Egyptian DMO websites to market food culture and gastronomic practices; however, the results suggest that the usage of food culture on Egyptian DMOs websites is still in its infancy. The study also highlights the challenges that need to be tackled as well as the resources required for food tourism development.

This study illustrates the need and potential capacity of Egyptian DMO websites to market food culture and local cuisines (including traditional foods and table manners). These results are expected to help Egyptian DMOs to strategically embrace local cuisine and food culture as a vehicle for destination marketing.

This case study provides insights for African and other developing economies in their destination marketing. The proposed framework and guidelines are intended to potentially serve as a framework for destination marketers and entrepreneurs to optimize the tourism potential of food culture.

Studies on cross-culture marketing often focus on either localization or globalization strategies. Based on data from pre-communist China (1912–1949), product hybridization – defined as a process or strategy that generates symbols, designs, behaviors and cultural identities that blend local and global elements – emerges as a popular intermediate strategy worthy of further inquiry. After examining the mechanisms and processes underlying this strategy, a schema for classifying product hybridization strategies is developed and illustrated. The paper aims to discuss these issues.

Critical historical research method is applied to historical data and historical “traces” from pre-communist China’s corporate documents, memoirs, posters, advertisements, newspapers and secondhand sources.

Strategic interactions between domestic and foreign companies in pre-communist China fostered products and a city (Shanghai) containing Chinese and non-Chinese elements. Informed by historical traces and data from pre-communist China (1912-1949), a 2 × 2 classification schema relating company type (i.e. foreign or domestic) to values spectrum endpoint (i.e. domestic vs foreign) was formulated. This schema reflects the value of communication, negotiation and cultural (inter)penetration that accompanies cross-culture product flows.

Cross-culture marketing strategies meant to help companies satisfy diverse marketplace interests can induce a mélange of product design elements. Because product hybridization reflects reciprocity between domestic and foreign companies that embodies multiple interests and contrasting interpretations of product meanings, researchers should examine globalization and localization synergistically.

Strategies adopted by domestic and foreign companies in pre-communist China (1912–1949) can help contemporary companies design effective cross-culture marketing strategies in a global marketplace infused with competing meanings and interests.

Examining historical strategies adopted in pre-communist China (1912–1949) can inform contemporary marketers’ intuitions. Understanding product hybridization in global marketplaces can improve marketing efficiency.

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.

The marketing strategies adopted with regard to cultural products can increase the chances of success for both cultural or tourism organisations and for visitors. However, a high level of tourists' satisfaction can be achieved if the marketing of culture base on a new philosophy which recognises people's emotions as fundamental in the process of creating the new value within the framework of the visitor's past, current and future experience. Managers have to learn how to provide a positive experience of cultural participation by promoting cultural attractions and arts in relation to people's emotions. Managers must be concerned with the question of whether or not the customers are satisfied with the cultural products. The main purpose of this article is to identify factors influencing the consumption of cultural products in Pomerania Voivodship in Poland and a role of experiences expected by tourists and visitors for marketing strategy; the study has examined people's motivations to visit a cultural attractions and their opinion about a level of satisfaction and image of the Region. Implications of the findings for destinations managers and researchers are: the marketing of culture must be based on a new philosophy which recognises a fundamental role of people's experiences and emotions in the process of visitors' decision making. The model for innovative change in marketing management has been suggested to show how to minimalize a gap between cultural offerings and satisfaction of tourists visiting cultural attractions.