Mustafa Gungor, Mustafa Cesme and Aysegul Golcu
In this paper, we present a more sensitive quantification of the high performance liquid chromatographic (HPLC) method to analyze juglon in madder root (Juglans regia L. or…
Abstract
In this paper, we present a more sensitive quantification of the high performance liquid chromatographic (HPLC) method to analyze juglon in madder root (Juglans regia L. or walnut) which appears in the South of Anatolia. The juglon is separated on a Zorbax Eclipse XDB C18 column with a phosphoric acid-acetonitrile gradient as eluent and measured with UV detection at 250 nm. With this method, the juglon can be analyzed. The regression equation that is obtained from the calibration curve reveals a linear relationship (r = 0.9999) between the mass of the juglon injected and the peak area. Then, the color component responsible for dyeing is determined and its chemical constituents are established based on chemical and spectroscopic investigations. Afterwards, the wool fabrics are dyed by using pre, together and last mordanting, and mordantless techniques. Fastness to light, washing and rubbing of the dyed fabrics are measured and discussed.
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Mamoun N. Akroush, Samer M. Al-Mohammad and Abdelhadi L. Odetallah
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.