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Journal of Management & SystemsVol. 11, No. 4, October 2004
pp.485-507
A Study of the Relationships among Internal Marketing, Business Culture, Job Satisfaction and Operating Performance in the Service
Industry: The Case of International Tourist Hotels in Taiwan
1 Ing-San Hwang
1 Der-Jang Chi
1 Graduate School of Business Administration, National Taipei University
(Received November 20, 2003; First Revised February 24, 2004; Second Revised May 4, 2004; Accepted
May 31, 2004)
1.
2.3.4.
Abstract Many academic studies reveal that a business culture oriented towards internal marketing is
an important condition of management success in the service industry and that administrative
performance is increased through employee job satisfaction. This study focuses on Taiwans
international tourist hotels to conduct an empirical investigation into the correlations among internal
marketing, business culture, job satisfaction, and administrative performance. The conclusions drawn
by this study reveal four important findings: (1) There is a significant positive correlation between
business culture and internal marketing. (2) There is a significant positive correlation between internal
485 507
486
marketing and job satisfaction. (3) There is a significant positive correlation between internal
marketing and administrative performance. (4) There is a significant positive correlation between job
satisfaction and administrative performance. These findings can serve as a reference for relevant
academic studies as well as for firm executives and administrators in the service industry.
Keywords: service industry, international tourist hotels, internal marketing, business culture, job
satisfaction, operating performance.
1.
2003, 2004GDP
2002 67 2003 68
Dunlap et al., 1988
Parasuraman et al., 1988Tansuhaj et al., 1988Suter, 1995Chowdhary, 2003
Berry, 1981, 87
Heskett, 1987Barnes
and Morris, 2000Conduit and Mavondo, 2001, 92
Sasser and Arbeit, 1976Berry, 1981Gronroos, 19812001
92
Thomas, 1978Heskett, 1987Kotler, 2000Gronroos, 2001
1
Kotler (2000)
Greene et al. (1994)
89
487
1
Gronroos, 2001
Bowen and
Schneider, 1988George, 1990Gronroos, 19902001Green et al., 1994Rafiq and Ahmed, 2000
Motowidlo,1984Pfeffer and Veiga, 1999McCartney,
2000Nebeker et al., 2001
2.
2.1
Sasser and Arbeit1976
2.2.1
Gronroos1981
strategictaticalSasser and Arbeit, 1976
Berry, 1981Cahill, 1996Hult et al., 2000Gronroos, 2001Lings, 2004
2.2.2
Piercy and Morgan1991
488
Gronroos, 1985
Heskett, 1987George, 1990Pfeffer and Veiga, 1999Conduit and Mavondo, 2001Lings, 2004
2.1.3
Joseph1996Cooper and
Cronin2000
George and Gronroos, 1989Kotler and Amstrong, 1999Berry and
Parasuramen, 1991Joseph, 1996Cooper and Cronin, 2000Rafia and Ahmed, 2000Lings, 2004
2.1.4
George1990
Bak et al.1994
Piercy and Morgan,
1990Bak et al., 1994Cahill, 1996Gronroos, 2001Lings, 2004
2.2
Ouchi, 1981Tucker,
2001Mitchell and Yate, 2002Dwyer et al., 2003Lorsch, 1986Mitchell and Yate,
2002Dwyer et al., 2003Tunstall,
1985Tucker, 2001
Peter and Waterman, 1982Tunstall, 1985Dwyer et al., 2003
Tunstall, 1985Robbins, 1996Schall, 1983
Bullis and Tompkins, 1989
Schein, 19901992Barley, 1991
Ebert and Griffin (2000) 1.
2.
3.Robbins (2000)
Schein1985 6 1.2.3.
4.5.6.Post and Coning1997
489
15 1.2.3.4.5.6.7.
8.9.10.11.12.13.
14. 15.Harper and Utley2001
2.3
90
(1) Overall Stisfaction
Kalleberg, 1977
(2) Expectation Discrepancy
Porter, 1973
(3) Frame of Reference
Smith et al., 1969
Job description indexJDISmith et al.,
1969
Spector1985
-JSSJob Satisfaction Survey
Hartline and Ferrell
1996
Tzeng et al.2002
2.4
1970 Campbell
19771.2.3.4.5.6.
7.8.9.10.11.12.Miller1980
Drucker1980
1. 2. 3. 4. 5. 6.
7. 8.
490
Venkatraman and Ramanujam1986
(1) Miller, 1980Drucker, 1980Szilagyi, 1981Woo and Willard,
1983
(2) Miller, 1980Drucker, 1980Woo and Willard, 1983
Szilagyi, 1981Drucker, 1980Szilagyi, 1981Drucker,
1980Szilagyi, 1981Kast, 1985Drucker, 1980Szilagyi, 1981
(3) stakeholders
Drucker, 1980Kast, 1985
Yamin et al.1999operational
performanceROIROE
EPS
Best2004market-based
ROIROE
window dressing
Dess and Robinson, 1984Covin et al., 1990
Delaney and Huselid, 1996, 89Bjorkman and Xiucheng2002
89
1.
2.3.4.5. 6.
James and Chekitan1991
productivity
Au and Tse1995
occupation rateSargeant and Mohamad1999
turnoverprofitability
91
491
2.5
2.5.1
(Bowen and Schneider, 1988Gronroos, 19902001Greene et al., 1994Lings, 2004)
(Webster, 1992)(Service Firm)
(Parasuraman, 1987Wasmer and Bruner, 1991Varey and Lewis, 1999)
(Thomson, 1990Wasmer and
Bruner, 1991)
H1
2.5.2
(Sasser and Arbeit, 1976; Gronroos, 1981
2001Greene et al., 1994Cahill, 1996)
(Gronroos, 19852001Johnson and Seymour, 1985Heskett, 1987)
()(George, 1977)
(Zand, 1981Rafiq and Ahmed, 2000Conduit et al., 2001)Tansuhaj et al. (1991)
H2
2.5.3
Motowidlo, 1984Pfeffer and Veiga, 1999McCartney, 2000Nebeker et al., 2001
(Tansuhaj et al.,
1988; Suter, 1995)(Chowdhary, 2003)
H3
2.5.4
492
Vroom (1964)
1. (Petty
et al., 1984; Motowidlo, 1984;Tsai, 2003)2.
(March and Simon, 1987Nebeker et al. 2001Hampton, 2003)3.
(Petty, 1984Paradise and Tornow, 1991)
H4
3.
3.1
2
2
3.2
3.2.1
Gronroos2001
90
H1
H2 H3
H4
493
3.2.2
()()
Robbins1996Post and Coning1997Harper and Utley2001
3.2.3
Spector (1985)Tzeng
et al.2001
3.2.4
Venkatraman and Ramanujam1986
Venkatraman and Ramanujam (1986)Campbell
(1977)Yamin et al.1999 ( 91)
3.3
3.3.1
(content validity) 208
0.5
3.3.2
1.2.
494
3. 4.
3.3.3
1
1
0.76
/ 0.61 0.78
0.76
0.86 0.61
0.59 0.79
0.74
0.55 0.55
0.82
0.78 0.54
0.67 0.71 0.74
0.63
0.84 0.71
0.84
0.96 0.91 0.76
0.99
0.99
0.99
0.99
0.57
0.66
0.89 0.75
0.80 0.76 ()
0.58
0.66
0.78 0.63
495
1 ()
() 0.68 0.52 0.70
0.73
0.79 0.53
0.66
0.81 0.73
0.76
0.82 0.68
0.64 0.61 0.68
0.63
0.75 0.53
(R) 0.83
0.82
0.64
0.86 0.76
0.69 0.52 0.88
0.67
0.82 0.71
0.97
0.97
0.91 0.78
0.84 0.63 0.80
0.73
0.88 0.74
0.60 0.62 0.60
0.64
0.71 0.53
0.63 0.74 0.67 0.75 0.73 0.59 0.62
0.77
0.76 0.66
496
3.3.4
25 8 4
6 10 5 3 61
()
115 850
3.3.5
2003 2 2 2003 3
2003 5 398 39
359 47%
4.
4.1
2 70%
(86.3%)
2
% 107 29.8
252 70.2
20 21 5.8 20-25 92 25.6 26-30 85 23.7 31-35 63 17.5 36-40 84 23.4
41 14 3.9 () 48 13.4
297 82.7 13 3.6
1 0.3 () 134 37.3 () 48 13.4 () 63 17.5 () 27 7.5 () 77 21.4
() 10 2.8
497
4.2
4.2.1
3
3
1
0.635** 1
0.493** 0.877** 1
0.686** 0.479** 0.418** 1
0.626** 0.584** 0.509** 0.689** 1
0.652** 0.632** 0.552** 0.619** 0.769** 1
0.381* 0.379* 0.396** 0.375* 0.531** 0.552** 1
0.647** 0.550** 0.476** 0.473** 0.522** 0.686** 0.367* 1
0.643** 0.620** 0.516** 0.51** 0.611** 0.775** 0.397** 0.795**
0.462* 0.414** 0.307* 0.421** 0.396** 0.416** 0.177* 0.451** 1
0.669** 0.561** 0.471** 0.551** 0.587** 0.684** 0.570** 0.545** 0.488** 1
0.594** 0.617** 0.532** 0.45** 0.643** 0.684** 0.526** 0.594** 0.466** 0.781** 1
0.650** 0.605** 0.503** 0.521** 0.504** 0.676** 0.228* 0.641** 0.493** 0.595** 0.566** 1
0.703** 0.520** 0.389* 0.499** 0.558** 0.684** 0.355* 0.654** 0.456** 0.699** 0.652** 0.756** 1
0.684** 0.628** 0.518** 0.517** 0.609** 0.741** 0.555** 0.619** 0.438** 0.749** 0.730** 0.589** 0.803**
* p0.05 ** p0.01
4.2.2
3
4.2.3
4 4
(GFI=0.92 1CFI=0.90 1RMSEA=0.068 0.08
RMR=0.047 0.05)
498
3
4
(X1)
(X2)
(X3)
(Y1)
(Y2)
(Y3)
(Y4)
(Y5)
(Y6)
(Y7)
(Y8)
(Y9)
(Y10)
(Y11)
(Y12)
(1)
(1)
(2)
(3)
(1)
(2)
(1)
(3) 0.59*
0.94** 0.33* 0.81*
499
4
0.94*
0.81*
0.59*
0.33*
2 202.73
GFI 0.92
CFI 0.90
PNFI 0.67
RMSEA 0.068
RMR 0.047
5.
5.1
Gronroos2001 90
Gronroos2001
Bowen and Schneider, 1988
Gronroos, 1990Greene et al., 1995Wasmer and Bruner, 1991; Varey and Lewis, 1999Gummesson,
1987
Lovelock1996
Dunlap et al., 1988Parasuraman, 1996Shostack, 1987Zeithamal and
500
Bitner, 2000Lings, 2004
Heskett, 1987Gronroos, 2001Lings, 2004George and Gronroos,
1989Cooper and Cronin, 2000Rafia and Ahmed, 2000Gronroos, 2001
1.
2.3.
4.
(good)
(George, 1990)
(Collins and Payne, 1991Rafiq and Ahmed,
1993, 2000, 2003Gronroos, 2000, 2001)Gronroos (2001)
Varey and Lewis (1999)
(Berry, 1981Berry and Parasuraman, 1981Ewing and Caruana, 1999Gronroos, 2000,
2001) TQM
(supplier)()
(Mohr-Jackson, 1991Hult et al., 2001Conduit and Movondo, 2001Lings, 1999, 2000, 2004)
5.2
1.
2.
501
1.
marketer
synergy2.
3.
CRMHRM
5.3
()
115
5.4
502
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