Market Culture Research Articles

Assimilation of Retail Green Marketing Strategies, Institutional Pressure and Mediating Role of Green Marketing Culture

This study examines the process of incorporating retail green marketing tactics, investigating the impact of institutional pressure and the intermediate function of green marketing culture. The results, obtained from a group of knowledgeable participants who have strong connections to their organisations, indicate a significant agreement in the implementation of environmentally friendly marketing tactics in the specific setting under investigation. Supermarkets are increasingly adopting environmentally conscious practises due to the need to protect the environment, comply with environmental legislation, and meet the growing demand for eco-friendly items. The consumer market demonstrates a greater recognition of the importance of ecological concerns, resulting in a higher need for products that are ecologically friendly. Businesses, in response to this consumer sentiment, are obligated to implement sustainable practises, placing emphasis on the necessity to furnish consumers with thorough information regarding environmentally-friendly items. Adopting environmentally friendly practises is not just a way to save money, but also a way for organisations to gain a competitive edge by establishing themselves as leaders in sustainability. This dedication not only improves the financial position but also adds to favourable environmental results, exemplifying corporate accountability.

Utilizing event marketing techniques in banking activities

clientele. Banking marketing, with its unique attributes, stands as a distinctive domain within the broader spectrum of marketing. In an era where banks primarily offer uniform services, competition among them has intensified substantially, necessitating a shift towards maximum customer-centricity and the application of marketing concepts. This research aims to investigate the theoretical and methodological underpinnings and formulate practical recommendations for enhancing the marketing support of banks, facilitating effective functioning, and establishing a diagnostic framework for assessing the utilization of marketing tools. The core tasks include a comprehensive examination and synthesis of the theoretical foundations of event marketing as a banking marketing instrument in the context of globalization and an analysis of the marketing activities of PJSC "PrivatBank" with subsequent recommendations for refining the management of its event marketing endeavors.
 In the current landscape, banks face multifarious challenges, including the repercussions of financial crises eroding client trust. The imperative lies in resuscitating the image of Ukrainian banks and enhancing marketing strategies that encompass a significant portion of the domestic banking sector's activities. These imperatives are increasingly pertinent due to factors such as limitations on price competition, internationalization of economic processes, adoption of foreign banks' products in Ukraine, and the proliferation of information technologies, expanding the purview of banking institutions' operations. To address emerging challenges, banks intensify their marketing efforts, focusing on refining products and services, developing new products, expanding customer relationship programs, monitoring competitors' activities, and fostering a marketing culture.
 Banking marketing risks are systemic functional threats linked to a bank's positioning in the market environment, and the efficacy of banking systems' functioning hinges on the ability to proactively respond to potential threats. The collection, processing, and analysis of information regarding prior experiences in marketing support of banking activities, as well as monitoring and forecasting threats and indicators affecting banking security, fall within the methods employed to safeguard operations.
 In summary, the utilization of event marketing techniques in banking activities assumes paramount significance in contemporary times, addressing heightened competition and customer trust as pivotal concerns. This endeavor offers the opportunity to refine marketing strategies, capture customer attention, and enhance the efficiency of banking operations.

Organisational culture and balanced scorecard

This study aims to identify and characterize the culture of the largest exporters without the Balanced Scorecard (BSC) and with the BSC implemented. In addition, it confirms whether there are different characteristics in the type of organizational culture of the largest exporters without the BSC and with the BSC. To achieve this objective, data were collected through questionnaires sent to the 250 largest exporters in Portugal. Multivariate statistical techniques were used to validate the research hypotheses. This research shows that the Adhocracy (turbulent management) culture type prevails in organizations without BSC, while the Market (productivity) culture type prevails in organizations with BSC. The study is based on the characterization of the culture type of the organizations. This characterization is significant because organizational culture shapes and differentiates organizations’ actions, goal definitions, and strategic objectives, which can affect organizational performance. Although recent literature has addressed organizational culture and performance monitoring in isolation, not many studies have been found that link the topics of organizational culture, BSC, and performance.

The role of organizational culture dimension in business recovery: a post Covid-19 perspective in the hotel industry in Kenya

The study investigated the role played by the dimensions of organizational culture in a strategic management process to help organizations in the hotel industry realize business recovery in a post-COVID-19 period. The conceptualization of the study relied on the strategic thinking lens preceding strategic management processes to situate the role of organizational culture in the strategic management processes undertaken at the strategy formulation phase. The element of organization's mission was argued to be the relevant practice for anchoring culture into the strategy formulation process. Four types of organizational culture were studied in business recovery. Three objectives guided the study focusing on the extent of the adoption of culture types, levels of business recovery attained and the effect of the level of adoption on the level of business recovery attained. A sample of 57 hotels was selected and 189 respondents were drawn from functional units in each of the hotels. The study reports that the level of adoption of the culture is at a high level while the extent of business recovery is at a moderate level of between 20-40% growth. Innovation culture does not have a significant statistical effect while market, customer orientation and adhocracy cultures have a significant statistical effect on the level of business recovery. The study concludes that the relevant cultures were responsible for aligning culture with the strategy formulation phase through the component of the mission of an organization and that the process needs to embrace combined attributes of the underpinning theories of RBV and the organizational culture theory. The study calls on future research to integrate more aspects of strategic thinking and consider using more objective sources of research data.

Person-organization fit in Japan: A longitudinal study of the effects of clan culture and interdependence on employee well-being

AbstractStudies of person-organization fit (P-O fit) have shown that a fit between the values of the individual and the values of the organization leads to higher job satisfaction. Here, we extended past research by investigating P-O fit on employees’ well-being. We tested what characteristics of the person and the organization contributed to an effective P-O fit in Japan. Specifically, we examined the role of employees’ levels of interdependence and perceptions of their organizational contexts as clan culture or market culture. This allowed us to test what type of organizational culture formed an effective P-O fit for employees with highly interdependent cultural values in Japan. A longitudinal survey of 456 workers in Japan conducted in 2021 and 2022 revealed that clan culture—organizational culture emphasizing interpersonal harmony—was positively related to employees’ well-being, and the effects were stronger for employees with high levels of interdependence. Conversely, market culture—organizational culture emphasizing competition and achievement—was unrelated to employees’ well-being. In fact, it was negatively related to those employees’ well-being who scored high on interdependence. Taken together, these results showed that the effects of organizational culture on employees’ well-being depended on the levels of their interdependence. It seems that interdependence (P) and clan culture (O) provide an ideal P-O fit for Japanese companies.

Evaluation of organizational culture in enterprises in the Czech Republic using OCAI.

The goal of this work was to use the Organizational Culture Assessment Instrument (OCAI) diagnostic method to find out the existing and preferred organizational culture in companies in the Czech Republic and then to evaluate their dependence on the size of the organizations. Data were collected in 2019-2021 and evaluated using Microsoft Excel and IBM SPSS 24 statistical program, e.g., descriptive statistics tools, one-sample z-test, analysis of variance and post hoc test (Tukey's honest significant difference - HSD). The research was conducted on a sample of 962 companies across the entire republic and fields. The results of the study show that clan culture prevails in the Czech Republic, which was dominant in all six dimensions. Enterprises in the Czech Republic have a mix of organizational cultures in the following order: (1) clan culture (31.72%), (2) hierarchical culture (25.46%), (3) market culture (21.5%), and (4) adhocratic culture (21.28%). However, with regard to the desired cultural mix, this order changes as follows: (1) clan (35.3%), (2) hierarchical (22.91%), (3) adhocratic (22.63%), and (4) market culture (19.17%). Furthermore, it was found that a statistically significant difference was observed in the assessment of organizational culture depending on the size of the organization in the Czech Republic. A limitation of the research could be the unequal number of respondents in 2020 and 2021, which does not allow comparing differences in the time period. This work can serve as a comparative basis of organizational culture with another national culture.

DEFINING CULTURE IN A MARKETING MANAGEMENT PERSPECTIVES

The purpose of this paper is to redefine the construct of culture both in marketing and in management perspectives. This research is focused on qualitative approach that is focused on a sound systematic literature review, and a sound documentary analysis on the construct of culture. The results indicate that culture can include several dimensions such as the aspect of religious beliefs, lifestyles, habits, and customs. Culture can also be viewed as these set of life styles, beliefs, and habits that are inherited, created, either imitated or imported by a group of individuals or a community and that govern their daily lives. The findings imply that there should be a consideration of culture for both marketing and management strategic decisions. To the best of author’s knowledge, this original research add more value to the numerous previous research papers that are focused on defining the construct of culture in a marketing perspective and in a management perspective.
 Keywords: Culture, Marketing, Management, Companies, Organizations, Africa.

An evaluation of the alleys of Glodok and its market culture

Glodok is considered one of the largest Chinese urban areas in Indonesia, featuring shops, dwellings, temples, alleyways, and various other elements of Chinese culture. Several local urban practices can also be identified, including selling and buying, as well as the house-shop relations that are accomplished through the spaces between the buildings or the alleys. The people act as active agents of spatial production in everyday life in this location, supporting their economic, social, and cultural activities. To investigate the interrelationship between Chinese-Indonesian market culture and its influence on interiority, literature studies, and ethnography methods were practiced. The results of the study showed three main aspects affecting the interiority of Glodok, namely the 3-dimensional space of the alleys, the cultural identity, and the activity of the people, as well as experiences. Furthermore, the interiority is manifested in the activity of each individual and experiences within the alley, which exists due to market culture. Through an architectural approach that focuses on accommodating the local tradition, culture, and beliefs, the ambience present in Glodok causes both the people and visitors to unintentionally think about nostalgic experiences and memories, thereby creating an emotional, cultural, and historical engagement.

Impact of Organizational Culture on the Financial Performance of Listed Companies in Vietnam - A Case Study of the Logistics and Transportation - Warehouse Sector

The study utilizes data collected from annual reports to investigate factors influencing the financial performance of businesses in the transportation and warehouse sector during the period from 2019 to 2021, specifically focusing on organizational culture factors. To achieve the research objectives, various estimation methods were employed, including Ordinary Least Squares (OLS), Fixed Effects Model (FEM), and Random Effects Model (REM) regression models. Through relevant tests, the study determined that the FEM model was most suitable. Subsequently, the model's shortcomings were addressed, and adjustments were made using Feasible Generalized Least Squares (FGLS) method. Based on the estimation results, the author identified statistically significant characteristics, including the market culture and hierarchical culture, which positively influence the financial performance of companies as measured by the Return on Assets (ROA) ratio.

Types of organizational culture and sustainability in ecotourism businesses in southern Mexico

PurposeThe purpose of this paper is to contribute to the understanding of the relationship between different types of organizational culture (hierarchical, clan or group, market or rational and adhocratic) and sustainability through three dimensions (economic, environmental and social) in ecotourism businesses in Oaxaca and Chiapas, Mexico.Design/methodology/approachIn this research 80 questionnaires were administered in the form of face-to-face interviews to ecotourism business owners'. Through a discriminant analysis and the theoretical support of the competing values framework (CVF), the prevailing types of culture were identified, and their influence was analysed through a regression analysis.FindingsThe results show that ecotourism businesses which are driven by hierarchical culture tend to have a greater focus on economic sustainability, while those businesses with a market or rational culture show a positive and significant influence on environmental sustainability. Likewise, businesses with adhocratic culture achieve sustainability holistically; however, the data reveal that clan or group culture is not associated with social sustainability.Originality/valueThis study offers empirical research that explains the relationship between organizational culture and sustainability. Additionally, it contributes to the study of environmental management issues in the ecotourism sector.

Organization Culture and Strategy Implementation Choices in The Ministry of East Africa Community and Regional Development, Nairobi City County, Kenya

Strategy implementation choices adopted by an organization determines the success of strategy implementation. Ministry of East African Community and Regional Development (2018) reports that it has faced various challenges in implementation of its strategies and as such has managed to implement 40% of its strategy plan. East African Community and Regional Development is characterized by low implementation of strategies, and this could be attributed to the existing organization culture. The study sought to investigate effect of organization culture on strategy implementation choices in Ministry of East African Community and Regional Development (EAC&RD). The study’s objectives were to investigate the effects of clan culture, adhocracy culture, market culture and hierarchy culture on strategy implementation choices in the Ministry of EAC&RD. The study was guided by Institutional theory, McKinsey 7S model and Schein’s model of organizational culture. The study adopted descriptive survey design. The target population was 78 employees in the Ministry of EAC&RD. Since the target population was small, the study used a census approach. Primary data was gathered using structured questionnaires1and1key1informant1interviews. The pilot test was conducted in the ministry of industrialization on eight employees. Reliability was tested by Cronbach’s alpha coefficients of 0.7 and above. Validity of the research instrument was tested by expert opinions. The structured questionnaire yielded quantitative data and the key1informant interviews yielded qualitative data. Content analysis was used to analyse qualitative data. Furthermore, descriptive and inferential statistics were employed for quantitative analysis of data. Descriptive statistics included means, frequencies, percentages and standard1deviation. The inferential statistics in this study comprised of regression and correlation analysis. The study found that clan culture had positive and significant effect on strategy implementation choices in the Ministry of EAC&RD. The study also found that adhocracy culture positively and significantly affects strategy implementation choices in the Ministry of EAC&RD. The study established that market culture significantly and positively affects the strategy implementation choices in the Ministry of EAC&RD. Moreover, hierarchy culture has a positive and significant effect on the strategy implementation choices in the Ministry of EAC&RD. The study concludes that clan culture, adhocracy culture, market culture and hierarchy culture significantly affect strategy implementation choices in the Ministry of EAC&RD. Therefore, this study recommends that the management of the Ministry of EAC&RD should ensure continuous improvement in teamwork among all stakeholders participating in strategy implementation. In addition, the management of the Ministry of EAC&RD should support innovativeness and creativity among the employees as a way of improving strategy implementation choices. The study recommends that there should be an increased employee involvement during strategy implementation. Also, the management should ensure that there is effective and frequent communication between employees and the management.

Organizational Culture Orientation and Union Influence

Employee unions are indispensable components of organizational success. The role of the employee union, which could be a consequence of organizational culture, determines the degree of an organization’s success. This study aims to explore the employee unions’ influence on the different cultural orientations of the organization. The study is based on survey data from 23 sample organizations’ 479 respondents. This study employed a mixed approach: a qualitative approach for understanding the fundamentals of employee unions and their influence in the Nepalese context and a quantitative approach for estimating unions’ influence. OCAI to determine the cultural orientation of sample organizations. A survey questionnaire was distributed to the employees, management leaders, and union leaders as respondents to estimate the influence of employee unions. Word clouds, OCAI charts, and descriptive statistics were used to conclude the study. Findings revealed unions’ influence on organizations in different functions like recruitment and selection, training and development, compensation, and the working environment. Union influence is found to be more active and influential in hierarchy culture than in market culture. This study contributes to the Power Resource Approach and Social Exchange Theory. It encourages the organizations’ leaders to orient their culture toward market culture to foster a fair, transparent, and competitive work environment and lessen the adverse influence of employee unions.

Pengaruh Peran Budaya Masyarakat Lokal Terhadap Pemasaran Global

Companies must recognise the culture of the country where the business is targeted. This is because culture is the main element that is very important and has been attached to the community as the intended consumer, so that it can influence his decision to buy a product or use a service that is not in accordance with his culture. This study aims to find out how the role of local community culture in global marketing. The research method used in this study is literature-based research, which is conducting a literature study by collecting data and previous research from various scientific journals, books and current news issues. This research shows that the culture of local people influences purchasing decisions and consumer behavior in the global market, so marketers need to set global marketing strategies.

Reconnoitering the Nexus Between Organizational Culture and Open Innovation Systems

Postmodern organizations strive to cultivate open innovation systems to foster product innovation and commercialization. Cultural dynamics can be a massive obstacle in flourishing the inbound and outbound open innovation in many organizations. However, little is known about the effect of different types of culture on the open innovation dimensions. This research aimed to investigate the role of cultural subtleties in nurturing inbound and outbound open innovation in the organizations. A quantitative research design was employed, and data were collected from a random sample of 231 managers from the automotive industry. Structural Equation Modeling (SEM) was used to test the hypotheses using Smart PLS. The results indicated that hierarchy culture, associated with formal rules and regulations, negatively affects the inbound and outbound open innovation. The Market culture has a positive relationship with inbound and outbound open innovation while adhocracy culture could positively impact the inbound open innovation only. On the other hand, clan culture has a negative effect on the outbound open innovation. We concluded that the organizational culture focused on internal integrations is more suitable for outbound open innovation, and the type of organizational culture focused on external differentiation is more likely to support inbound open innovation.

The Effect of Organizational Cultures on Relationships between IT Governance and Individual Behavior

Background: Organizations allocate substantial resources to Information Technology (IT) to ensure its long-term success. Hence, effective IT Governance (ITG) is crucial for business/IT alignment. However, factors like employee behavior and Organizational Culture (OC) play vital roles in applying ITG but remain underexplored. Objectives: This study aims to bridge this gap by examining the relationship between ITG and Organizational Citizenship Behavior (OCB). Additionally, it investigates the moderating effect of different cultures in the Organizational Culture Assessment Instrument (OCAI) on the ITG-OCB relationship. Methods/Analysis: A survey was conducted involving 513 employees from over 150 companies worldwide. The data were analyzed using partial least-squares structural equation modeling (PLS-SEM). Findings: This study confirms that institutionalizing ITG enhances OCB. Furthermore, a moderating effect was observed in most relationships, highlighting the influence of different OC types. Market and hierarchy cultures exhibited the most significant moderating effect. Novelty: This research contributes to the understanding of ITG's impact on employee behavior, extending the investigation to new dimensions of OCB and confirming the moderating role of OC. The practical implications of this study enable organizations to foster a culture that promotes ITG and cultivates employees' OCB, leading to improved business-IT alignment, enhanced IT-enabled value, and, ultimately, enhanced organizational effectiveness. Doi: 10.28991/ESJ-2023-07-05-010 Full Text: PDF

Perception of Bank Managers on the Use of Personal Social Media for Bank Product Promotion: A Narrative Study of Nepal

In the ever-evolving landscape of digital marketing, this qualitative narrative study uncovers the intricate perspectives of three Nepalese bank managers on the use of personal social media platforms to promote their bank's products and services. The most modern qualitative approach that focuses on life stories as the essence of people-oriented sciences is narrative study, therefore the study adopts an interpretivist epistemological perspective and a constructivist realism ontology, employing in-depth interviews to gather rich narratives from the participants. Thematic analysis of the qualitative data revealed four prominent themes: Work-Life Balance, Belongingness, Enforced Instructions, and Boon and Bane. These themes offer theoretical insights into the complex interplay between personal and professional aspects in the context of digital marketing and organizational culture. The study provides valuable insights into how bank managers perceive the use of personal social media accounts for product promotion within Nepal's banking industry.

The Impact of Government Policy Marketing Mix on The Income of Silk Entrepreneurs

The approach used in this research is correlative research which explains the influence of the marketing mix, culture and government policy on income, which in its implementation uses data collection techniques such as documentation, observation, questionnaires and interviews. The population in this study were all natural silk entrepreneurs totaling 200 people from three regions, namely: Soppeng, Wajo and Enrekang. The results of this research show that (1) the marketing mix has a positive and significant effect on the income of silk entrepreneurs (2) Supply Chain has a positive and significant effect on the income of silk entrepreneurs (3) Government policy has a positive and significant effect on the income of silk entrepreneurs (4) The income of silk entrepreneurs positive and significant effect on marketing performance (5) Marketing Mix has a positive and significant impact and no significant effect on marketing performance (6) Supply Chain has a positive and significant effect on marketing performance (7) Government policy has a positive and significant effect on marketing performance (8 ) Marketing mix has a positive and significant effect on marketing performance through the income of silk entrepreneurs (9) Supply Chain has a positive and significant effect on marketing performance through the income of silk entrepreneurs (10) Government policy has a positive and significant influence on marketing performance through the income of silk entrepreneurs

Otome Games: globalization and glocalization processes, conceptualization and data analysis of Brazilian players

This paper endeavors to examine the concept and features of Otome Games in a comprehensive way by conducting an exploratory narrative review and applying a e-survey to understand the Brazilian Otome Game market and player's culture. This article also discusses the globalization and glocalization process of Otome Games, covering the actors, market share, exportation process, social issues, indigenization, culture, and definition. Furthermore, this paper offers a historical definition of Otome Games and their relation to Japanese feminine culture. Additionally, a fitting definition for Otome Games and other types of games - known as Josei Muke - is introduced. The indigenization process of Otome Games in South Korea and Brazil is also explored, demonstrating how this process is improving tourism and animation markets via transmedia. Finally, this paper presents data analysis from an E-survey of the Brazil fan community of Otome Games, revealing specific cultural and market aspects unique to Brazil setting it apart from other countries where Otome Games have been studied.

A Study on the Relationship between Employees’ Attitude towards Artificial Intelligence and Organizational Culture

The aim of this study is to examine whether there is a statistically significant relationship between employees’ general attitudes to artificial intelligence and organizational culture. For this purpose, quantitative methodology and correlational survey design was used. The sampling method was purposive sampling as the research had a specific target group. Participants of this research were so-called white collars working at an organization in Aksaray city, Turkey. The results demonstrated that employees’ general attitudes towards AI differ in terms of demographic variables. Also, it was found out in the study that there is a significant positive relationship between attitudes towards AI and organizational culture. Specifically, the results revealed that clan culture, market culture and hierarchy culture have a positive impact on the attitude towards AI.

The Organizational Culture and Organizational Performance of The Construction Industry in Jiangsu

This study aims to explore the impact of organizational culture on the performance of companies in the construction industry. By collecting survey data from 402 construction firms and employing statistical analysis methods, the paper examined the relationship between different types of organizational culture and firm performance. The results indicate significant correlations between four distinct types of organizational culture – clan culture, adhocracy culture, market culture, and hierarchy culture – and firm performance. Clan culture is closely related to teamwork and shared objectives, adhocracy culture is associated with innovation and a spirit of risk taking, market culture emphasizes competition and customer satisfaction, while hierarchy culture focuses on power distribution and organizational structure clarity. Furthermore, factors such as company size, employee age, and educational background were found to influence this relationship. The study also reveals the reciprocal relationship between organizational culture and firm performance. The findings suggest that enhancing firm performance may be achieved by shaping a culture that fits the paper examined needs. Therefore, construction industry enterprises can actively improve and guide their organizational culture by encouraging collaboration, innovation, customer orientation, and clarifying roles and organizational structure, thus enhancing their performance. However, this requires active involvement from leadership teams and strategic planning to ensure the success of cultural transformations. In conclusion, this research offers key insights for construction industry companies striving for excellence in performance. By understanding how different cultural types impact performance, organizational leaders can make better strategic decisions and management practices to maintain a competitive edge in a competitive market environment.