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This paper discusses the effect of corporate culture precedents (i.e., job satisfaction, training, organizational justice, and ethical leadership) on marketing norms acceptance or violation (i.e., unethical practices of 4Ps) in an organization. In the analysis of behavior precedents, this paper analyzes the subsequent stage that predicts ethical behavior: corporate culture precedents. Moreover, the proposed model encompasses the moderating effects of contextual (i.e., ethical optimism, organizational factors, and industry factors) and individual (i.e., moral philosophies, demography, and personality traits) factors on the relationship between cultural precedents and marketing norms acceptance. Based on the discussions, the paper offers a set of propositions regarding the impacts of cultural precedents on marketing norms and the moderating roles of individual and contextual factors. Investigating the predictors of engaging in unethical acts in 4Ps leaves room for research since the attention to the topic has not been balanced and except for promotion and advertisement, other marketing mix variables (i.e., product, price, and distribution management) have attracted limited research focus. According to the proposed model, managers should focus on job satisfaction, training, ethical leadership and organizational/distributive justice to increase the chance of acceptance of marketing norms in the organization. Managers should also be aware of the role of moderating factors such as demography and personal traits of the people who they work with. By considering these roles, managers can better implement marketing norms in the organization.

Moderating Effects of Contextual and Individual Factors on the Relationship between Cultural Precedents and Marketing-Related Norms