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This paper aims to investigate the determinants of current visitors’ festival revisit intentions. The concepts of festival quality and satisfaction were adapted and integrated with the theory of planned behavior (TPB) from social psychology to theorize a model of festival revisit intentions. In addition, given the importance of social characteristics in festival visiting behavior, the relative impacts of three modes of social influences (i.e. subjective norms, group norms and social identity) were investigated.

Statistical analyses were conducted using structural equation modeling to examine the hypothesized relationships with the data collected onsite during the Nonsan Strawberry Festival, held in Nonsan, South Korea. The eleven constructs were incorporated into the structural model to examine the hypothesized relationships among the latent factors.

Results of the analyses indicated that the proposed model had an acceptable fit to the empirical data. The overall explanatory power of the model had an R² of 84 per cent for revisit intention and an R² of 60 per cent for satisfaction. Satisfaction was found to be the strongest predictor of visitors’ revisit intensions, followed by social identity, subjective norms and group norms.

This study developed an integrated model to explain festival visitors’ revisit intentions by adopting not only visitors’ personal evaluation of the festival experience and but also a series of social influences.

Based on the results, festival managers should allocate their marketing resources for the festival program, environment and souvenirs to increase the visitors’ perception of quality. Particular attention should also be given to visitor groups and their travel companions’ influences on their intentions to revisit the festival.

The incorporation of festival quality and satisfaction and TPB extended with additional social influence variables provided a model with a theoretical basis to explain festival revisit intentions. This approach may provide an initial blueprint for further investigation of other theoretical revisit models.

The purpose of this paper is to explain the culture‐driven role and effects of social capital in Japanese‐Western alliances. The authors move beyond narrow conceptualizations of relationship bonding (i.e. positive socio‐psychological aspects such as trust and commitment) to explore the broader role of social capital (e.g. in destructive act recovery processes) in such alliances.

The conceptual paper adopts a theory development approach.

The authors advance a process model and propositions that explain the way social capital networks and processes influence relationship‐based contracting and performance outcomes in alliances with the Japanese.

The study assists international marketers in their efforts to overcome cultural barriers to success in Japanese‐Western alliance relationships.

It can be argued that erosion of Japanese business culture potentially clouds the picture for implementing governance through social capital. The study furnishes managers with an understanding of how to take the cultural context of the partnership into account to build appropriate and productive social capital with Japanese partners.

The study is novel in addressing the issue of how to implement relational bonding mechanisms in complex cultural situations. As a result of cultural erosion, different types of Japanese partner, eroded versus traditional, may require different alliance screening and management strategies.