Internal market orientation: Construct and consequences

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Internal market orientation, market capabilities and learning orientation (2014, background): “IMO also means that managers devote time and effort to their employees, such as providing psychological support, being helpful and friendly, and trusting and respecting employees (Lings, 2004).”
Internal marketing, organisational culture, job satisfaction, and organisational performance in non-life insurance (2010, background): “Since then, many scholars (Berry, 1981; Cahill, 1996a, 1996b; Gronroos, 2001; Hult, Hurley, Giunipero, & Nichols, 2000; Lings, 2004; Sasser & Arbeit, 1976) have supported his perspective.”
Internal-market orientation and its measurement (2006, methodology): “In compliance with this process, first the construct’s domain was specified through relevant literature review (e.g. Kohli and Jaworski, 1990; Lings, 2004).”
Internal marketing, internal branding, and organisational outcomes: The moderating role of perceived goal congruence (2013, background): “Employees dealing with external customers need to support overall marketing strategy to ensure the satisfaction of the external customer (Lings, 2004).”