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

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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.

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Schein1985 6 1.2.3.

4.5.6.Post and Coning1997

489

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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

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(3) stakeholders

Drucker, 1980Kast, 1985

Yamin et al.1999operational

performanceROIROE

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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

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5.

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