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 language | English |
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Pages (from-to) | 121-135 |
Number of pages | 15 |
Journal | Service Industries Journal |
Volume | 24 |
Issue number | 5 |
DOIs | |
Publication status | Published - Sept 2004 |