Orientación Al Mercado

Internal market orientation and market-oriented behaviours
Ian N. Lings, Gordon E. Greenley. Journal of Service Management. Bingley: 2010. Vol. 21, Iss. 3; pg. 321

. Ian N. Lings, Gordon E. Greenley. Internal market orientation and market-oriented behaviours. Journal of Service Management. 2010 May 30;21(3):  321-343.  In: ABI/INFORM Global [database on the Internet] [cited 2011 Aug 10].Available from: http://www.proquest.com.pbidi.unam.mx:8080/; Document ID: 2056800351.
Abstract (Summary)
The purpose of this empirical paper is to investigate internal marketing from a behavioural perspective. The impact of internal marketing behaviours, operationalised as an internal market orientation (IMO), on employees' marketing and other in-role behaviours (IRB) were examined. Survey datameasuring IMO, market orientation and a range of constructs relevant to the nomological network in which they are embedded were collected from the UK retail managers. These were tested to establish their psychometric properties and the conceptual model was analysed using structural equations modelling, employing a partial least squares methodology. IMO has positive consequences for employees'market-oriented and other IRB. These, in turn, influence marketing success. The paper provides empirical support for the long-held assumption that internal and external marketing are related and that organisations should balance their external focus with some attention to employees. Future research could measure the attitudes and behaviours of managers, employees and customers directly and explore therelationships between them. Firm must ensure that they do not put the needs of their employees second to those of managers and shareholders; managers must develop their listening skills and organisations must become more responsive to the needs of their employees. The paper contributes to the scarce body of empirical support for the role of internal marketing in services organisations. Forresearchers, this paper legitimises the study of internal marketing as a route to external market success; for managers, the study provides quantifiable evidence that focusing on employees' wants and needs impacts their behaviours towards the market.
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Copyright Emerald Group Publishing Limited 2010
1 Introduction
After considerableattention within the academic literature, services managers are increasingly appreciating the importance of marketing internally. Service organisations wishing to develop a stronger market orientation are increasingly adopting an internal marketing philosophy and developing an internal market orientation (IMO) to archive this. IMO is an ongoing marketing focus within a company that is directed atemployees. It aligns and motivates employees with a company's market objectives and encourages employees to perform better and to offer superb service, which ultimately improves customer retention and enhances the success of the company. Within the academic discourse, the key role of employees in developing a market orientation, and consequently customer-centric practices, is well recognised ([77]Lings, 1999; [78] Lings and Greenley, 2005; [38] Gounaris, 2008).
Internal marketing has been discussed in the marketing literature for over three decades, since [11] Berry et al. (1976) first introduced the notion. Since its introduction, the term has been used to describe the use of marketing techniques to align the service operations of an organisation with the needs of customers. A prevalentview amongst internal marketing scholars is that satisfying service employees is integral to delivering quality services; consequently, employees are a legitimate focus of internal marketing activities.
Internal marketing has been operationalised in several ways. [78] Lings and Greenley (2005) focus on exchanges between the organisation and its employees and report a measure of IMO that reflects...