Abstract
| Language | English |
|---|---|
| Pages | 432-448 |
| Number of pages | 16 |
| Journal | Journal of Business Research |
| Volume | 59 |
| Issue number | 4 |
| DOIs | |
| Publication status | Published - Apr 2006 |
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Keywords
- internal marketing
- internal-market orientation
- empirical
- services
- scale development
- measurement
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Internal-market orientation and its measurement. / Gounaris, Spiros.
In: Journal of Business Research, Vol. 59, No. 4, 04.2006, p. 432-448.Research output: Contribution to journal › Article
TY - JOUR
T1 - Internal-market orientation and its measurement
AU - Gounaris, Spiros
PY - 2006/4
Y1 - 2006/4
N2 - The 1970s introduced internal marketing (IM) as a solution for the companies that sought to offer superior customer service. After 30 years though, IM practice remains limited, probably because their majority lack the proper underlying philosophy. An “internal-market orientation” (IMO), the equivalent to market orientation that is known to precede the effective implementation of marketing strategies. Such an internal-market orientation, if developed, may increase the effectiveness of market-oriented company's response to (external) market conditions because it allows the company's management to better align (external) market objectives with internal capabilities. However, before this symmetry is achievable, companies need to be able to assess their orientation towards their internal (employee) market and take, where necessary, corrective actions. This article, while discussing the notion and the importance of IMO, reports the results of a study aimed to develop and empirically validate an instrument for assessing the company's degree of IMO adoption.
AB - The 1970s introduced internal marketing (IM) as a solution for the companies that sought to offer superior customer service. After 30 years though, IM practice remains limited, probably because their majority lack the proper underlying philosophy. An “internal-market orientation” (IMO), the equivalent to market orientation that is known to precede the effective implementation of marketing strategies. Such an internal-market orientation, if developed, may increase the effectiveness of market-oriented company's response to (external) market conditions because it allows the company's management to better align (external) market objectives with internal capabilities. However, before this symmetry is achievable, companies need to be able to assess their orientation towards their internal (employee) market and take, where necessary, corrective actions. This article, while discussing the notion and the importance of IMO, reports the results of a study aimed to develop and empirically validate an instrument for assessing the company's degree of IMO adoption.
KW - internal marketing
KW - internal-market orientation
KW - empirical
KW - services
KW - scale development
KW - measurement
UR - http://dx.doi.org/10.1016/j.jbusres.2005.10.003
U2 - 10.1016/j.jbusres.2005.10.003
DO - 10.1016/j.jbusres.2005.10.003
M3 - Article
VL - 59
SP - 432
EP - 448
JO - Journal of Business Research
T2 - Journal of Business Research
JF - Journal of Business Research
SN - 0148-2963
IS - 4
ER -