Can culture be changed? A study of internal marketing

    Research output: Contribution to journalArticlepeer-review

    Abstract

    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
    Volume24
    Issue number5
    DOIs
    Publication statusPublished - Sept 2004

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