Market Culture Research Articles

RESOURCE VALUE CO-CREATION IN RETAIL: INTEGRATING SERVICE DOMINANT LOGIC OF MARKETING AND CONSUMER CULTURE THEORY

To establish the framework for the research of the value co-creation process in the retail sector, the study merges the Service Dominant Logic of Marketing (S-DL) and Consumer Culture Theory (CCT). S-DL is widely adopted, criticized, developed, and coupled with many disciplines on a global scale. This logic heavily relies on the concept of value co-creation (VCoC), which outlines the overarching objective of marketing interactions and partnerships. S-DL offers a framework for actors' actions and reactions when they collaborate to integrate resources with the intention of creating experiences. Further, thirty-eight interviews were conducted to find out the type of resources that are part of cocreated retail process. The study found out two main resources hard skills and soft skills. The largest frequencies scored was by soft skills. Further, hard skills got four sub themes. They are availability of the stock and on logging it on e-live, smooth operations, marketing research, evaluation and comparison with other brands, and good understanding and knowledge about the products they are selling. However, soft skills depicted thirteen sub themes. They are selling, vision, see the picture in long term, innovative people, adaptable, fresh ideas and new way of doing things, communication, build relation, judge the psychology of customer, creating value, experience to co-create value, try to build a good relationship, and honesty and integrity.

Gamification as an innovation: a tool to improve organizational marketing performance and sustainability of international firms

PurposeThis 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).Design/methodology/approachThe 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.FindingsThe 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.Originality/valueThe 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.

An Investigation of Teachers’ Perceptions of School Competitiveness and Organizational Work Environment in a Rural Area

School choice is expected to generate competition and thereby lead to organizational improvements. Using teachers’ original survey responses, this study uses the market culture within the competing values framework and finds substantial variation in how rural schoolteachers perceive competitive pressure and school climate. When we restricted our analysis to teachers from low-income schools, the relationship between competition and work environment is amplified for some organizational climate variables. Findings, which suggest that higher levels of perceived competition are associated with somewhat higher morale and stronger organizational cultures, are important for school leaders and policymakers.

Exploring the effects of power distance orientation on unethical pro-organisational behaviour from the perspective of management

Purpose: This study verifies whether the personal psychological factor of power distance disposition is perceived as conformity or obedience to the parties, triggers unethical pro-organisational behaviour (UPB) and is reinforced by hierarchy and market cultures.Design/methodology/approach: Structural equation model analysis was used to test the hypotheses, and Process macro was used to test the moderating effect rigorously. A survey was conducted from 15 August 2018 to 20 September 2018, and 565 questionnaires were collected for analysis.Findings/results: The effect of power distance orientation (PDO) on UPB was determined by deriving the regression coefficient with the control variable input in the relationship between the independent and dependent variables. Power distance orientation had a significant positive effect on UPB, even after controlling the influence of demographic variables. Pro-organisational members do not refrain from unethical actions when carrying out the tasks assigned by the company. This causal relationship is strengthened when hierarchy and market cultures are reinforced.Practical implications: To instil ethical behaviour in employees, a company must continuously manage the organisational culture and atmosphere, as well as educate and train employees on the company’s code of ethics.Originality/value: This study contributes to the limited body of knowledge examining both PDO (i.e. individual psychological factor) and organisational culture (i.e. work environment factor) as factors inducing UPB.

Playing the Market: Retail Investment and Speculation in Twentieth-Century Britain. By Kieran Heinemann

During my undergraduate studies a few years ago, friends encouraged me to use some of my limited disposable income to invest in a popular cryptocurrency. I have since watched with mild amusement as the potential return oscillated violently between over 500 per cent to about the same as if I had put it into a current account, and smirked at online adverts from the UK Financial Conduct Authority warning that ‘Investing can seem like a game, but the risks involved are very real’. It is this sort of mass participation in financial markets as entertainment which Kieran Heinemann takes as his subject in his timely and insightful Playing the Market. Heinemann shows that popular participation in the stock market, since the late nineteenth century up to the recent proliferation of small investors in cryptocurrencies (p. 221), was meaningfully driven by the exciting appeal of games, risk, and gambling rather than any calculating rationality, with the British possessing a peculiar appetite for risk contrasting to that of Europe. Playing the Market looks beyond existing accounts of the City of London to investigate moral discourses ‘from below’ (p. 2) of the financial press and betting shops. There, Heinemann identifies a much longer legacy of popular stock market culture across the interwar period and ascendent by the post-war age of affluence. This culture underlay but also acted in tension with Thatcher’s agenda of economic individualism and market populism, and repeatedly raised anxieties around the moral health of the nation. Playing the Market aligns strongly with a historiographical trend questioning predominant narratives of the postwar period which has recently found a centre of gravity around Aled Davies, Ben Jackson, and Florence Sutcliffe-Braithwaite’s edited volume The Neoliberal Age? (2021). By illuminating the hitherto unexamined popular discourses of stock market participation, Heinemann convincingly disrupts the idea that the Thatcherite moment was regenerative of Victorian values otherwise subdued by the mid-century corporatist social democratic welfare state.

The effect of organizational culture on employees’ performance in research institutes

Goal: This paper presents a case study, which examined the effect of organizational culture (clan culture, adhocracy culture, market culture, and hierarchy culture) on employees’ performance in a developing country context taking the case of Ethiopian Institute of Agricultural Research (EIAR). Design / Methodology / Approach: Using survey questionnaire and convenience sampling techniques, 302 complete questionnaires were returned after being filled by respondents (employees) and considered for descriptive and inferential analysis. Based on their willingness to participate in the study, four research centers within Ethiopian Institute of Agricultural Research (EIAR) were included in the study. Results: This study found out that all organizational culture types (clan culture, adhocracy culture, market culture, and hierarchy culture) have statistically significant results and have positive relationship with employees’ performance. And, of all, the regression analysis result showed that the clan culture is the most dominant culture type. Limitations of the investigation: The findings of the study depended on a single case study, and this limitation could be taken as an avenue for future researchers to examine other research institutes in similar contexts. Practical implications: The presented result sheds light regarding the effect of organizational culture on employees’ performance in agricultural research institutes; the research’s outcome provides a useful input for agricultural research institutes and policy makers in the study setting concerning the effect of organizational culture on employees’ performance. Originality/Value: this study adds to the current body of knowledge in the area of organizational culture and its effect on employees’ performance. Besides, not much earlier studies have been done on the subject of the study in the context of agricultural institutes in the developing world.

Tinder marketing and transnational postfeminist media cultures: “modern” women as single, not sorry?

ABSTRACT This paper explores how Tinder marketing responds to gender politics and discourses within contemporary postfeminist media cultures transnationally. We provide a comparative semiotic analysis of the prominent Tinder advertising campaign Single, Not Sorry, which runs across several European countries, as well as the UK and USA, with marketing material from Tinder India’s YouTube page. Challenging sexist cultural stereotypes and norms of feminine sexual passivity and modesty has a clear economic rationale as a marketing strategy for Tinder. The Tinder marketing media analysed appears to be largely aimed at young women and speaks to postfeminist notions of women’s new sexual freedom in global neoliberal modernity, with Tinder positioning itself as a tool enabling such. Yet, as we illustrate, some key differences emerge across these marketing messages about women’s empowerment and the kind of gender roles and “modern” heterosexual relations made available through Tinder in the European and Indian contexts. The analysis we offer contributes to scholarship on transnational postfeminist media cultures and discourses.

Evaluation of organisational culture dimensions and their change due to the pandemic

The purpose of this research is to determine whether the Covid-19 pandemic has had an impact on the change of organisational culture in public high schools. Additionally, if there has been a change in organisational culture, to what extent does this change differ from the preferred type? Cameron and Quinn's OCAI questionnaire was used to determine the types of organisational culture. 453 valid responses were obtained from teachers of randomly selected public secondary schools in all regions of the Czech Republic. Pre-Covid-19, the present and preferred status were assessed. It was found that initially hierarchy culture was predominant, while currently preferences for adhocracy and market culture have increased significantly, although the hierarchy type still prevails. In the type of future, respondents will see the clan of organisational culture. The shift in each type, but also in each of its dimensions in the three periods studied, provides the researcher with a theme for deeper research into the context, and for school institutions and principals to develop strategies to support the creation of a healthy organisational culture.

Influence of Organizational Culture on Construction Firms’ Performance: The Mediating Roles of Innovation and Marketing Capabilities

Local Ghanaian construction firms have been accused of underperformance due to inadequate resources and capabilities, lack of market information, poor managerial skills, and other external factors. While construction firms may be unable to control external challenges, how they mobilize internal resources to confront them may be crucial for their performance and survival. An emerging consensus is that how organizations use their resources to respond to externalities is related to their organizational culture (OC). We contend that the unique contribution of organizational culture to firm performance (FP) may diminish in the absence of appropriate firm capabilities. Drawing on the resource-based view and capability theories, we attempt to investigate (a) how the types of OC influence FP and (b) whether innovation and marketing capabilities mediate the link between types of OC and construction firm performance. Results of partial least squares structural equation modelling show that clan, adhocracy, and market culture have significant positive association with FP, while hierarchy culture is negatively related to FP. Furthermore, innovation and marketing capabilities demonstrate a combination of full and partial mediation effects on the link between OC types and FP. Thus, the results direct senior managers’ attention towards the significance of soft assets in construction firm performance outcomes, signaling a shift from a purely technical and rationalistic approach to a more adaptable and humanistic approach. It implies that while emphasizing cultural values, managers should also give priority to these two capability dimensions.

Historical Real Estate: Market Morality and the Politics of Preservation in the Early United States

Historical Real Estate: Market Morality and the Politics of Preservation in the Early United States

Effect of Corporate Culture on Business Performance of Deposit Money Banks in Nigeria

The broad aim of this paper is to determine the effect of Corporate Culture on business performance of Deposit Money Banks in Nigeria. The research method adopted was descriptive research design using both secondary and primary self-administered questionnaire of five (5) Points Likert Scale, to gather data for independent and dependent variables respectively. The sample size adopted was 208 respondents from a population of 85676 which consists of employees from all Deposit Money Banks in Nigeria and financial annual report of the banks from 2005-2020. A multi-regression analysis technique was adapted and with the aid of SPSS, dependent and independents variables were tested. The study revealed that Clan Culture and Market Culture are the only two types of corporate culture dimensions with significant effect on organizational performance. The study conclusion is the clan culture and market culture had significant and positive effect on net assets of deposit money banks in Nigeria. The study recommends among others that Deposit Money Banks should encourage a culture in which employees are allowed to understand how the organizations operate their vision, mission and goals that guide all stakeholders for the overall organizational performance.

Negotiating food heritage authenticity in consumer culture

Purpose – Food has entered commerce as an intangible cultural heritage (ICH) because consumers want authentic food and memorable consumption experiences. Food culture and the marketplace are arenas for the creation and articulation of identities and meanings, enabling dynamic conditions that encompass multiple positions and authenticity validations in consumption experiences. This study offers insight into the authentication of gastronomic heritage from a consumer culture perspective. Design / Methodology – A thematic review is conducted to analyse and summarise the literature on gastronomic heritage, authenticity, commercialization, and consumer behaviour in the food industry. Approach – Literature works from databases and academic platforms were used to highlight several key thematic points and arguments related to the authentication process and consumer behaviour. Findings – Food authenticity is socially negotiated by a variety of actors who mobilise resources and a web of interactions, creating identity and value according to their position as they respond to differences in market culture. The negotiation of authenticity mediates the assumption of legitimacy, quality, and identity that diversifies consumption patterns. Originality of the research – The article contributes to a theoretical discourse that extends the conceptualisation of authenticity in addressing food heritage within a dynamic consumption context and commercialisation agenda.

Типізація корпоративних культур міжнародних компаній на основі методу ОСАІ

The article’s purpose is the implementation of typification of corporate cultures of well-known international companies on the basis of the method of Organizational Culture Assessment Instrument (OSAI). It is substantiated that the processes of formation and development of the corporate culture of an international company should take place taking into account the factor of the country of origin and industry affiliation of the company, which will help determine rational ways of optimizing them. The OSAI method as a tool for assessing corporate cultures of companies, which allows identifying the type and state of company culture by building a framework structure of competing values, is considered. A characterization of types of culture according to the OSAI method, which include adhocratic, clan, hierarchical, and market culture, is provided. Based on the logical assumption about the need for an equivalent combination of characteristics of different types of culture (i.e. paying attention to all aspects – technologies, employees, leadership, structuring of activities), the type of corporate culture of leading international companies has been determined and the priorities of its development are substantiated, taking into account industry specifics. Using the OCAI online resource, the results of the analysis are visualized in the form of framework constructions of competing values of companies. The characterizations of activity of international companies are systematized and generalized in order to determine common features between companies with the same type of corporate culture. Attention is focused on the fact that the results of using the OSAI method can serve as the basis for developing recommendations for improving corporate culture, taking into account the specifics of activities, goals and regional space, including for Ukrainian companies seeking to explore international markets.

Online criticism and cancel culture in digital marketing: a case study of audience perceptions of brand cancellation

Online criticism and cancel culture in digital marketing: a case study of audience perceptions of brand cancellation

НАПРЯМИ ВДОСКОНАЛЕННЯ КОРПОРАТИВНОЇ КУЛЬТУРИ ПІДПРИЄМСТВ МЕТАЛУРГІЙНОЇ ПРОМИСЛОВОСТІ

The article examines the theoretical aspects of the corporate culture formation, its features at the metallurgical enterprises of Ukraine and directions for improvement amid the innovative development. As a result of the study of four types of corporate culture – adhocracy, clan, market and hierarchical according to the CVF model of K. Cameron and R. Quinn, it was determined that the adhocratic culture will most contribute to innovation, as it involves flexibility and is oriented towards the external environment. In turn, the market culture emphasizes control and stability, which is a constraint on innovation. The authors proposed a modified method of diagnosing corporate culture, which is based on the CVF model and provides for a 5-point scale system for evaluating questionnaire questions by respondents. As a result of the diagnosis, it was found that PJSC "INTERPIPE" and PJSC "Central GZK" have a clan corporate culture, which must be strengthened to the desired level. PJSC "Zaporizhstal", PJSC "YUZHKOKS", PJSC "KAMET-STEEL" should change the type of corporate culture from market to clan culture. It is proposed that the strategic vision of the metallurgical enterprise’s development must be changed in the direction of innovative development. The role of women working at metallurgical enterprises in the promotion of desired green practices and values is shown. Women are more committed to "green" values than men. This increases the role of women in promoting green practices and introducing innovations at metallurgical enterprises. The analysis of the strategic direction of the corporate culture showed that the staff wants the strategy to correspond to the innovative (adhocratic) type of culture. Based on the fact that corporate culture affects the innovation of enterprises, and vice versa, we can assume that the strategic vision of metallurgical enterprises development must be changed in the innovative development direction, digitalization, smartization. Taking into account the European integration direction of Ukraine, changes in the principles of conducting business related to the European Green Deal are expedient. The proposed recommendations can be used to improve the mission, strategic vision, corporate culture and its values for metallurgical enterprises.

Діагностика корпоративної культури підприємств металургійної промисловості в умовах інноваційного розвитку

The aim of the article is to study the features of the corporate culture of metallurgical enterprises of Ukraine in the context of innovative development. As a result of the study of four types of corporate culture – adhocracy, clan, market, and hierarchical – according to the CVF model of K. Cameron and R. Quinn, it was determined that adhocratic culture is most conducive to innovations, since it involves flexibility and is focused on the external environment. In turn, market culture emphasizes control and stability, which is a constraint on innovation. The authors propose a modified method for diagnosing corporate culture, which is based on the CVF model and provides for a system of 5-point scale for evaluating questionnaire questions by respondents. Using Microsoft Excel and SPSS Statistics V21.0 software, the authors analyzed the parameters of the corporate culture of metallurgical enterprises. As a result of the diagnostics, it was found that PJSC «INTERPIPE» and PJSC «Tsentralnyi Hirnycho-Zbahachuvalnyi Kombinat» are characterized by a clan corporate culture, which needs to be strengthened to the desired indicator. For PJSC «ZAPORIZHSTAL», PJSC «YUZHKOKS», PJSC «KAMET-STAL» it is expedient to change the type of corporate culture from market to clan. It is proposed that the strategic vision of the development of metallurgical enterprises should be changed in the direction of innovative development, digitalization, smartization of production, the use of energy-saving technologies, the Internet of Things, etc. It is also necessary to use training activities and seminars to develop the creative potential of staff and intensify their participation in the development of green innovations. Taking into account the European integration course of Ukraine, it is expedient to change the principles of doing business related to the European Green Deal. The proposed recommendations can be used to improve the mission, strategic vision, corporate culture and its values for metallurgical enterprises. Prospect for further research in this direction is to determine the interdependence between the type of corporate culture (clan, innovative, market, hierarchical) for metallurgical enterprises and the processes of greening and digitalization at enterprises.

ИССЛЕДОВАНИЕ КОРПОРАТИВНОЙ КУЛЬТУРЫ ОРГАНИЗАЦИИ

This article is devoted to the study of the corporate culture of the organization. The role of corporate culture in the management of the organization is revealed. The characteristics of the types of corporate culture are given. The validity of the application of the OCAI methodology in the study of the corporate culture of the organization is shown. The study of corporate culture according to the OCAI methodology of TD “Sea World” LLC was carried out. The profiles of the existing and prospective organizational culture of TD “Sea World” LLC are determined. The measures for the transformation of organizational culture are justified: improvement of the personnel structure; development of own design and individual elements of the organization; improvement of the employee motivation system; formation of a market culture in the organization. A phased project for the implementation of the proposed measures has been developed and their effectiveness has been calculated.

A Comprehensive Analysis of Cute Culture from the Perspective of the Market

This article is mainly from the market’s perspective, and comprehensively analyzes how the cute culture in the modern market originates and develops. This article believes that the cute culture in the modern market mainly originated in Japan. This novel market culture combined with the needs of different fields in the market step by step out of Japan, swept East Asia, and went to the world, which had a wide impact on the market. This impact, this article will analyze the advantages and disadvantages of cute culture from the perspective of two critical participants in the market, the market supplier and the market demander. And given the problems existing in the market of cute culture, it puts forward corresponding suggestions based on the actual situation, and draws a conclusion.

Organizational Culture and Business-IT Alignment in COVID-19: A Swiss Higher Education Case Study

This paper assumes that cultural characteristics of IT are critical for business-IT alignment (BITA), especially in crises such as COVID-19. A case study of a Swiss higher education institution examines this relationship and its contributions in terms of performance. The study develops a strategic alignment and organizational culture research model based on semi-structured interview guidelines by interviewing employees with different job roles and characteristics. It reveals the dominance of corporate infrastructure and process-strategic orientation and the combined influence of clan, hierarchy, and market culture. Results mapping leads to novel propositions for BITA at different management levels.

Organizational Culture Mapping and Home Industry Performance in Pasuruan Regency

This study aimed to investigate the current and expected profile of organizational culture and its effect on employee performance. The research employed a quantitative approach, utilizing the Organizational Culture Assessment Instrument (OCAI) to collect data through a survey. Total sampling and non-probability sampling methods were employed, with 184 respondents participating in the study. The analysis, conducted using IBM SPSS Statistics software (Version 24), revealed a common perception between owners and employees, indicating that the current cultural profile of the organization is dominated by hierarchy and market cultures. However, the desired cultural profile aspired to maximize the presence of hierarchy, market, clan, and adhocracy cultures. Furthermore, the study demonstrated a simultaneous and partial influence of hierarchical culture, market culture, clan culture, and adhocracy culture on employee performance. Among these, the variables of hierarchy culture and clan culture were found to have the most significant impact on IKM performance. These findings emphasize the importance of understanding and shaping organizational culture to enhance employee performance and productivity.
 Highlights:
 
 Current and expected profile of organizational culture: The study explores the current and expected cultural profile of Pia Japanan IKM, identifying the prevailing culture as hierarchy and market, while aiming to maximize hierarchy, market, clan, and adhocracy cultures in the future.
 Influence on employee performance: The research reveals a significant impact of hierarchical culture, market culture, clan culture, and adhocracy culture on employee performance, with hierarchy culture and clan culture identified as the most influential variables for IKM performance.
 Quantitative approach and sampling: The study employs a quantitative approach, using the Organizational Culture Assessment Instrument (OCAI) for data collection through a survey. Total sampling and non-probability sampling methods are utilized, with 184 respondents included in the analysis.
 
 Keywords: Organizational culture, Hierarchy culture, Market culture, Clan culture, Adhocracy culture.