Can culture be changed? A study of internal marketing

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18 Citations (Scopus)


The article explores the ways in which internal marketing initiatives work in a number of UK retail banks from the point of view of both managers and employees. It suggests that although internal marketing attempts to function as a culture change mechanism, the resulting organisational cultures rather than being homogenous and united around the imagery of the consumer and service quality are in fact fragmented, ambiguous and contested by a variety of organisational stakeholders.

Original languageEnglish
Pages (from-to)121-135
Number of pages15
JournalService Industries Journal
Issue number5
Publication statusPublished - Sep 2004

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