Though it was first coined by Berry (1983) in the United States, relationship marketing as a term was not commonly used until the latter part of the 1980s. The term relationship marketing emphasises variables and processes such as trust, commitment, social norms, and so on. The key structural issue in relationship marketing stems from its raison d’etre: exchanging resources to provide mutual benefits and thus achieve mutual goals, which differentiate it from the conventional view of marketing, offered by American Marketing Association (1985) which involves the integrated analysis, planning and control of the ‘marketing mix’ variables (product, price, promotion, and distribution) to create exchange and satisfy both individual and organisational objectives.
Organizational cultures are neither uniform nor static. They evolve over time, and so it seems reasonable to posit that all cultural systems will exhibit continuous, incremental changes punctuated on occasion by more episodic, radical change (Watzlawick et al., 1974; Weick and Quinn, 1999). Mergers and acquisitions represent sudden and major change and generate a great deal of uncertainty (Davy et al., 1988). How change occurs within organizations will be influenced by the fact that cultures are underpinned by deep assumptions that are patterned and shared (Schein, 1992). Sathe and Davidson (2000) suggest that evidence clearly supports the fact that culture change consists of