Internal market orientation and its influence on organisational performance

Tortosa, Vicent; Tena, Miguel Ángel Moliner; Sánchez, Javier

doi:10.1108/03090560910989975

Cited by 125 publications

(111 citation statements)

References 97 publications

(146 reference statements)

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“…The role of internal marketing for external marketing outcomes has only recently acknowledged (Opoku et al, 2009;Tortosa et al, 2009;Tsai and Wu, 2011). This lack of knowledge prevents practitioners from understanding its contribution to the achievement of customer-related goals ) and discourages senior executives from launching an internal marketing initiative.…”

Section: Antecedents Of Perceived Service Qualitymentioning

confidence: 99%

“…Prior studies also stress the role of IM for internal service quality (Kang et al, 2002), indicating that employees will deliver superior service quality once they have the necessary resources (Schneider and Bowen, 1985) and that service organizations can promote a service culture by rewarding service excellence (Bowen and Schneider, 1988). However, the role of IM for external marketing outcomes is rarely addressed in the extant literature (Opoku et al, 2009;Tortosa et al, 2009), as little research scrutiny is attracted to its impact on any customer consequences (Gounaris et al, 2010;Bell and Menguc, 2002).…”

Section: Literature Review and Model Developmentmentioning

confidence: 99%

“…The impact of some established internal marketing outcomes (i.e. organizational identification, motivation and empowerment) on customer perceptions of service quality is also assessed, as scarce evidence identifies external customer outcomes from internal marketing initiatives (Tortosa et al, 2009). The association of IM practices with positive customer outcomes will provide key decision-makers with a clear picture of whether their strategic goals are served through the adoption of an IM program or not (Yang and Coates, 2010;Peltier et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

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Linking internal marketing with customer outcomes

Boukis

Kaminakis

Siampos

et al. 2015

Marketing Intelligence &Amp; Planning

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This study explores how the adoption of an internal marketing (IM) program in a retail banking setting enhances some positive employee behaviours that promote customer perceived service quality. A multilevel research design is adopted which draws evidence from branch managers, employees and customers in order to investigate whether branch manager's adoption of an Internal Marketing philosophy affects front-line employee responsiveness to the firm's internal marketing strategies and their levels of motivation, empowerment and organizational identification respectively. The equity theory and the social exchange theory constitute the theoretical background of this study. Results indicate that manager's IM adoption can enhance employee adoption of IM and raises their levels of motivation, empowerment and organizational identification. The moderating role of manager-employee dissimilarity is also discussed. Finally, findings confirm that employee motivation, empowerment and organizational identification affect customer perceptions of service quality.

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Section: Antecedents Of Perceived Service Qualitymentioning

confidence: 99%

Section: Literature Review and Model Developmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Linking internal marketing with customer outcomes

Boukis

Kaminakis

Siampos

et al. 2015

Marketing Intelligence &Amp; Planning

View full text Add to dashboard Cite

show abstract

“…Therefore, with an internal marketing programme, banking institutions can not only help to improve internal communications, but also motivate employees and create a sense of belonging, which on the other hand will foster relationship building (Richardson and Robinson, 1993;Tortosa et al, 2009). They thus need to nurture customer orientation among service employees, which can be built through on-the-job-training, continuous evaluation of employee performance and formal training programmes (Kelley, 1992).…”

Section: Contribution Of Study and Managerial Implicationsmentioning

confidence: 99%

Understanding satisfying service encounters in retail banking - a dyadic perspective

Kania¹,

Gruber

2013

IJSEM

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Abstract:The aim of this study is to expand understanding of satisfying service encounters. In particular, this research study will investigate both parties of the service encounter (customers and frontline employees). A dyadic approach will help to identify whether customer expectations differ from what contact employees believe customers desire from the service encounter. Insights will then lead to a greater understanding of the service encounter as revealed discrepancies in perceptions will not only increase employees' and management awareness, but also provide implications for training and recruitment of employees. An exploratory research study using the well-established laddering interviewing technique was regarded as appropriate as it allows researchers to gain a deeper insight into the research subject. In total, in-depth laddering interviews with 40 respondents (20 customers and 20 frontline employees) were conducted.The findings of this study suggest that customers and employees identified several similar concepts as being important for a successful service encounter such as friendliness, competence, responsiveness, honesty, and communication skills.

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“…A orientação para o mercado interno favorece a atitude dos trabalhadores e tem consequências positivas na adesão dos colaboradores a práticas orientadas para o mercado, levando ao sucesso da organização no mercado externo (Ahmed & Rafiq, 2011;Tortosa et al, 2009).…”

Section: Discussão E Conclusãounclassified

Impacto do Marketing Interno sobre a Orientação para o Mercado em Empresas Brasileiras

Morais

Soares

2016

Rev. adm. contemp.

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Resumo O conceito de marketing interno refere-se à visualização dos colaboradores como consumidores internos e assinala a necessidade de ouvir e satisfazer os colaboradores como requisito e satisfação dos colaboradores como requisitos para a satisfação dos clientes da empresa. Este artigo centra-se, assim, na influência do marketing interno na adoção de uma cultura empresarial orientada para os clientes, i.e., na orientação para o mercado. Com base na operacionalização do conceito de marketing interno de Lings e Greenley (2005), propõe-se um modelo conceitual das relações entre os conceitos de orientação para o mercado interno e orientação para o mercado. Os resultados de um estudo empírico baseado na aplicação de um questionário a 109 empresas brasileiras de diversos setores econômicos corroboram o modelo de investigação proposto. Desta forma, verificou-se que a adoção de um comportamento orientado para o mercado interno – nomeadamente as dimensões relativas à divulgação de informações e implementação de respostas – influencia a orientação para o mercado externo e suas dimensões (produção de informações, divulgação de informações e resposta).

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Internal market orientation and its influence on organisational performance

Cited by 125 publications

References 97 publications

Linking internal marketing with customer outcomes

Linking internal marketing with customer outcomes

Understanding satisfying service encounters in retail banking - a dyadic perspective

Impacto do Marketing Interno sobre a Orientação para o Mercado em Empresas Brasileiras

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