TY - JOUR
T1 - Investing in People: Internal Marketing and Corporate Culture
AU - Hogg, G.
AU - Dunne, A.
AU - Carter, Sara
N1 - http://suprimo.lib.strath.ac.uk/primo_library/libweb/action/display.do?ct=display&doc=SUVOY158408&indx=1&frbg=&dum=true&vid=SUVU01&vl(54032236UI0)=lsr02&srt=rank&indx=1&vl(69186824UI1)=all_items&dstmp=1268325959602&tab=local&ct=search&scp.scps=scope%3A(SU)&vl(freeText0)=%22journal%20of%20marketing%20management%22&fn=search&mode=Basic&dscnt=0
PY - 1998
Y1 - 1998
N2 - The purpose of this paper is to explore the role of internal marketing in influencing corporate culture. The need for organisations to focus on human resources towards developing a marketing orientation is well recognised. The tactics for achieving this objective, however, have yet to be proven. This paper reports on the use of the Investors In People (IIP) initiative as a framework for internal marketing in changing the prevailing culture of an organisation. Within this initiative enlightened employers must communicate the business aims, values and performance of their organisations, in order to encourage employees to participate actively in the success of the business. Using the example of a medium sized, family owned company operating in a declining market sector, this research reports the results of a longitudinal study designed to elicit employee attitudes towards, and understanding of, change in the organisation. The results suggest that although there is a broad understanding amongst employees of the corporate objectives of the organisation, there is resistance to the credibility of cultural change.
AB - The purpose of this paper is to explore the role of internal marketing in influencing corporate culture. The need for organisations to focus on human resources towards developing a marketing orientation is well recognised. The tactics for achieving this objective, however, have yet to be proven. This paper reports on the use of the Investors In People (IIP) initiative as a framework for internal marketing in changing the prevailing culture of an organisation. Within this initiative enlightened employers must communicate the business aims, values and performance of their organisations, in order to encourage employees to participate actively in the success of the business. Using the example of a medium sized, family owned company operating in a declining market sector, this research reports the results of a longitudinal study designed to elicit employee attitudes towards, and understanding of, change in the organisation. The results suggest that although there is a broad understanding amongst employees of the corporate objectives of the organisation, there is resistance to the credibility of cultural change.
KW - INTERNAL MARKETING
KW - INVESTORS IN PEOPLE (IIP)
KW - CORPORATE CULTURE
KW - CORPORATE CLIMATE
UR - http://dx.doi.org/10.1362/026725798784867563
U2 - 10.1362/026725798784867563
DO - 10.1362/026725798784867563
M3 - Article
VL - 14
SP - 879
EP - 895
JO - Journal of Marketing Management
JF - Journal of Marketing Management
ER -