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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.

Appreciating the limited empirical research in the knowledge management (KM) field, the purpose of this paper is to investigate the relationship between marketing knowledge management (MKM) and performance in Jordanian telecommunications organizations (JTOs).

A quantitative methodology is adopted in which a model is developed, and hypotheses are stated, in order to examine the proposed relationship between MKM assets and capabilities and JTOs' performance. A highly structured questionnaire is developed and distributed to a sample of 339 managers in JTOs. With a response rate of 92 percent, 312 questionnaires are returned; the number of valid and usable questionnaires is 292. Using exploratory and confirmatory factor analyses, MKM assets are classified into built‐ and invested‐in marketing assets, while MKM capabilities are classified into internal and external marketing capabilities. Furthermore, JTOs' performance is classified into three dimensions: market, customer, and financial performances. Structural equation modeling is utilised to test the stated hypotheses and model.

Empirical findings indicate that MKM assets and capabilities have a positive effect on the overall performance of JTOs, with all its dimensions. Built‐in marketing assets show the strongest influence on market performance, internal marketing capabilities show the strongest influence on customer performance, while external marketing capabilities show the strongest influence on financial performance. On the other hand and despite showing the least influence on financial and market performances, invested‐in marketing assets have maintained a positive relationship with all dimensions of JTOs' performance.

A holistic approach should be adopted when addressing MKM. MKM assets and capabilities should be applied collectively in a competitive manner that reflects on organizational performance. This requires constant consideration of available marketing assets and capabilities, with continuous investments in developing and acquiring marketing assets. While financial measures are generally used in assessing KM contribution, other non‐traditional measures should be applied in order to give a more realistic and holistic view of MKM contribution to organizational performance.

Focusing on MKM assets and capabilities, the paper introduces a new perspective of MKM in Jordan, as a developing country. While focusing on a special scope of KM, i.e. MKM, the paper provides further empirical support to the relationship between KM and organizations' multiple dimensions of performance. The fact that this is the first empirical study conducted in Jordan where KM research is relatively scarce, adds to its originality.

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.

This study aims to identify the factors affecting the political participation of Jordanian university students, especially their voting in national and local elections. The study examines the impact of gender, age, family income and regional affiliation that represent important social and economic factors affecting political participation on the voting of Jordanian university students.

Quantitative research method was used in this study. The study population contained three Jordanian universities representing the various segments of the Jordanian society: Al-Al Bayt University (Northern Region), Jordanian University (Central Region) and Mu'tah University (Southern Region). The study relied on a purposive sample of 900 students, 300 students per university (150 males and 150 females). The survey was conducted in the academic year 2018-2019. A questionnaire reviewed by two jurors (peer reviewers) was used to collect the data.

The study concluded that the gender, age, family income and regional affiliation factors affect the voting of Jordanian university students in national and local elections. The more the gender varies, the more the voting shifts in favor of males students. The more the age varies, the more the voting shifts in favor of older students. The more the family income varies, the more the voting shifts in favor of high-income students. The more the regional affiliation varies, the more the voting shifts in favor of Jordanians students.

This study is an approach to interpret the factors affecting voting of Jordanian university students, such as gender, age, family income and regional affiliation, which led to different voting in the national and local elections.