تاثیر بازاریابی داخلی و جهت گیری بازار بر عملکرد: مطالعه تجربی در صنعت رستوران The Impact of Internal Marketing and Market Orientation on Performance: An Empirical Study in Restaurant Industry

1. Introduction People worldwide enjoy eating out, regardless of whether it is with friends or family members (Rhee et al., 2016). Over the years, the restaurant industry has grown because of the changings in our ways of lives. Modern lifestyle which leaves no time to cook leads to booming of this industry (Andaleeb and Conway, 2006). Restaurant industry is highly competitive and a key objective of a successful business is satisfying consumers’ needs and ensuring their positive post-purchase behavior. Numerous various factors limit the ability of a restaurant to provide proper quality services; namely business size, employees’ attitudes, intangibility of service, intense competition, volatile demand, and the choice amongst wide range of beverage and food products offered (Kukanja et al., 2016). Therefore, a restaurant’s performance is very important for its survival. For this reason, a wide range of studies have been undertaken in the field of restaurant’s performance and service quality (e.g., Andaleeb and Conway, 2006; Chow et al., 2007; Gupta et al., 2007; Namkung and Jang, 2008; Ha and Jang, 2010; Chang et al., 2010; Min and Min, 2011; Min and Min, 2013; Chang, 2013; Lee, 2015; Kim et al., 2016; Kukanja et al., 2016). In general, organizational performance has been an attractive research topic in different sectors for many years (Carroll et al., 2011). However, there is a lack of complete consensus among experts about the dimensions and indicators of organizational performance. Undoubtedly, human resources are the greatest assets in service organizations (Ramadhan, 2015). Improving and optimizing human resources has always been a motive for profit and non-profit organizations. According to experts on management, performance evaluation is a suitable strategy for improving human resources.