Internal market orientation construct and consequences
Lings, Ian N. (2004) Internal market orientation construct and consequences. Journal of Business Research, 57(4), pp. 405-413.
Research in services has long recognized the need for managers to focus internally on employees as well as externally on customers. This internal focus is the domain of internal marketing. Despite over 2 decades of discussion of internal marketing, most operationalizations of marketing are grounded in ideas of product markets and remain resolutely focused on the external market, ignoring the internal focus necessary in services markets. Such operationalizations of marketing are outdated in modern markets where most purchases involve a combination of product and service elements, and, in the long term, service quality may be more important than product quality to the consumer. This paper reconceptualizes marketing and develops a new construct, ‘internal market orientation’ (IMO), which closely parallels and complements existing models of external market orientation. The relationship between internal and external market orientations is explored, and the performance implications of IMO are discussed. A second model of these proposed relationships is presented with implications for managers and recommendations for future research.
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|Item Type:||Journal Article|
|Keywords:||Internal marketing, Internal market orientation, Market orientation, Internal customers|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > MARKETING (150500)|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Advertising, Marketing & Public Relations
|Copyright Owner:||Copyright 2004 Elsevier|
|Copyright Statement:||This is the author’s version of a work that was accepted for publication in Journal of Business Research. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Business Research, [VOL 57, ISSUE 4, (2004)] DOI: 10.1016/S0148-2963(02)00274-6|
|Deposited On:||14 Apr 2010 05:09|
|Last Modified:||07 Sep 2012 11:09|
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