Internal-market orientation and its measurement

By S. Gounaris. 2006

362 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/844c98874eae8f40d84e4fd6ab93bfe8e6eb9af0

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Shyh-Rong Fang
2. E. Chang
3. Chia-Hui Chou
4. Chueh-Chu Ou
5. V. Tortosa
6. Jong Hee Park
7. Gordon E. Greenley
8. Ian Lings

In Sociology and Political Science

1. V. Tortosa
2. Jong Hee Park
3. Gordon E. Greenley
4. Ian Lings
5. M. Moliner
6. Thi Bich Hanh Tran
7. Javier Sánchez
8. A. Bailey

In Strategy and Management

1. V. Tortosa
2. Jong Hee Park
3. Gordon E. Greenley
4. Ian Lings
5. M. Moliner
6. Thi Bich Hanh Tran
7. Javier Sánchez

Citations in the corpus

• Internal marketing, employee customer‐oriented behaviors, and customer behavioral responses (2018, methodology): “Due to a lack of a compelling measure of internal marketing in the extant literature, internal marketing was measured with 21 items, synthesized from prior studies (Altarifi, 2014; Chang et al., 2012; Gounaris, 2006; Keller, Lynch, Ellinger, Ozment, and Calantone, 2006; Lings, and Greenley, 2005; Ru”
• Internal market orientation and its influence on organisational performance (2009, methodology): “The scale of measurement of Lings and Greenley (2005) has recently been adopted for other studies (Gounaris, 2006), as it goes beyond the mere enumeration of human resources management activities (selection, training and development, incentive systems or empowerment) shown by other constructs in ord”
• The roles of employee job satisfaction and organizational commitment in the internal marketing-employee bank identification relationship (2016, background): “Gounaris (2006) proposed that higher levels of internal marketing orientation (IMO) in an organization would lead to higher levels of employee satisfaction.”
• Internal market orientation, market capabilities and learning orientation (2014, background): “It actually shows a precondition for the symmetry between external market objectives and internal market conditions, particularly for service organisations (Gounaris, 2006; Pı́ercy, 1995), because employees can have an adverse effect on a company’s customer-focused efforts (Gounaris, 2006); further,”
• The impact of internal and external market orientations on firm performance (2009, background): “profitability and customer satisfaction) continue to be signalled as important areas of study (see, for example, Gounaris, 2006 ).”