The Experts below are selected from a list of 169464 Experts worldwide ranked by ideXlab platform
Spiros Gounaris - One of the best experts on this subject based on the ideXlab platform.
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the notion of Internal Market orientation and employee job satisfaction some preliminary evidence
Journal of Services Marketing, 2008Co-Authors: Spiros GounarisAbstract:Purpose – The purpose of this paper is to examine the impact of Internal Market Orientation (IMO) on the application of Internal Marketing practices and employee job satisfaction.Design/methodology/approach – Data were secured through personal interviews with hotel managers and employees from 20 different five‐star hotels. Hierarchical regression analysis is used to examine the hypotheses put forward in the study.Findings – Job satisfaction is positively related with the practice of Internal Marketing. However, IMO is also a significant variable in explaining employee job‐satisfaction while moderating the relationship between Internal Marketing and job satisfaction.Research limitations/implications – Drawing the analogy from the Market‐orientation research stream, this study reveals the importance of developing an Internal‐Market orientation before Internal Marketing practices can be truly effective.Practical implications – Service providers seeking differentiation through customer service and delight hav...
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Internal Market orientation and its measurement
Journal of Business Research, 2006Co-Authors: Spiros GounarisAbstract:The 1970s introduced Internal Marketing (IM) as a solution for the companies that sought to offer superior customer service. After 30 years though, IM practice remains limited, probably because their majority lack the proper underlying philosophy. An “Internal-Market orientation” (IMO), the equivalent to Market orientation that is known to precede the effective implementation of Marketing strategies. Such an Internal-Market orientation, if developed, may increase the effectiveness of Market-oriented company's response to (external) Market conditions because it allows the company's management to better align (external) Market objectives with Internal capabilities. However, before this symmetry is achievable, companies need to be able to assess their orientation towards their Internal (employee) Market and take, where necessary, corrective actions. This article, while discussing the notion and the importance of IMO, reports the results of a study aimed to develop and empirically validate an instrument for assessing the company's degree of IMO adoption.
Maria J Blanca - One of the best experts on this subject based on the ideXlab platform.
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Internal Market orientation an empirical research in hotel sector
International Journal of Hospitality Management, 2014Co-Authors: J Ruizalba, Guillermo Bermudezgonzalez, M Rodriguezmolina, Maria J BlancaAbstract:The study has three aims. First, to measure Internal Market orientation second, to analyze the relation-ships between IMO and two organizational consequences: job satisfaction and commitment; and third,to incorporate a new sub-dimension work/family balance. Empirical research has been done in a sampleof Spanish hotels. Results show that IMO is a strategic determinant of both job satisfaction and employeecommitment.
Ian Lings - One of the best experts on this subject based on the ideXlab platform.
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Measuring Internal Market orientation
2005Co-Authors: Ian Lings, Gordon E. GreenleyAbstract:Internal Marketing has been discussed in the management and academic literature for over three decades, yet it remains ill defined and poorly operationalized. This paper responds to calls for research to develop a single clear understanding of the construct, for the development of a suitable instrument to measure it, and for empirical evidence of its impact. Existing, divergent conceptualization of Internal Marketing are explored, and a new, multidimensional construct, describing the managerial behaviors associated with Internal Marketing is developed, and termed Internal Market orientation (IMO). IMO represents the adaptation of Market orientation to the context of employer-employee exchanges in the Internal Market. The paper describes the development of a valid and reliable measure of IMO in a retail services context. Five dimensions of IMO are identified and confirmed. These are 1) formal written information generation, 2) formal face-to-face information generation, 3) informal information generation, 4) communication and dissemination of information, and 5) responding to this Internal Market information. The impact of IMO on important organizational factors is also explored. Results indicate positive consequences for customer satisfaction, relative competitive position, staff attitudes, staff retention and staff compliance.
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Measuring Internal Market orientation
Journal of Service Research, 2005Co-Authors: Ian Lings, Gordon E. GreenleyAbstract:Internal Marketing has been discussed in the management and academic literature for more than three decades, yet it remains ill defined and poorly operationalized. This article responds to calls to develop a single, clear understanding of the construct, to develop an instrument to measure it, and for empirical evidence of its impact. Existing conceptualization of Internal Marketing are explored, and a new, multidimensional construct, Internal Market orientation (IMO), is developed. IMO represents the adaptation of Market orientation to the context of employer-employee exchanges in the Internal Market. The article describes the development of a measure of IMO in a retail services context. Five dimensions of IMO are identified and confirmed. These describe different managerial behaviors associated with Internal Marketing. The impact of IMO on important organizational factors is also explored. Results indicate positive consequences for customer satisfaction, relative competitive position, staff attitudes, staff retention and staff compliance. © 2005 Sage Publications.
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Internal Market orientation construct and consequences
QUT Business School, 2004Co-Authors: Ian LingsAbstract:Research in services has long recognized the need for managers to focus Internally on employees as well as externally on customers. This Internal focus is the domain of Internal Marketing. Despite over 2 decades of discussion of Internal Marketing, most operationalizations of Marketing are grounded in ideas of product Markets and remain resolutely focused on the external Market, ignoring the Internal focus necessary in services Markets. Such operationalizations of Marketing are outdated in modern Markets where most purchases involve a combination of product and service elements, and, in the long term, service quality may be more important than product quality to the consumer. This paper reconceptualizes Marketing and develops a new construct, ‘Internal Market orientation’ (IMO), which closely parallels and complements existing models of external Market orientation. The relationship between Internal and external Market orientations is explored, and the performance implications of IMO are discussed. A second model of these proposed relationships is presented with implications for managers and recommendations for future research.
J Ruizalba - One of the best experts on this subject based on the ideXlab platform.
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Internal Market orientation an empirical research in hotel sector
International Journal of Hospitality Management, 2014Co-Authors: J Ruizalba, Guillermo Bermudezgonzalez, M Rodriguezmolina, Maria J BlancaAbstract:The study has three aims. First, to measure Internal Market orientation second, to analyze the relation-ships between IMO and two organizational consequences: job satisfaction and commitment; and third,to incorporate a new sub-dimension work/family balance. Empirical research has been done in a sampleof Spanish hotels. Results show that IMO is a strategic determinant of both job satisfaction and employeecommitment.
Maria Weimer - One of the best experts on this subject based on the ideXlab platform.
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Risk Regulation in the Internal Market - EU Authorization of GMOs—The Promise of Deliberation
Risk Regulation in the Internal Market, 2019Co-Authors: Maria WeimerAbstract:This chapter examines epistemic and political challenges of risk regulation in the Internal Market of the European Union, with particular emphasis on how EU legal rules governing authorization of genetically modified organisms (GMOs) accommodate divergent national views on GMOs. It first considers the EU legal framework aimed at ensuring a safe Internal Market for GMOs through harmonization of national laws and the implementation of a pre-Market authorization procedure through direct EU administration. It then describes two main stages of GMO authorization, both governed by decentralized transnational networks—risk assessment and risk management—and the roles of the European Food Safety Authority (EFSA) and the comitology network, respectively. The chapter concludes with an analysis of the promise of deliberation in terms of legally enabling ‘unity in diversity’ in EU authorization of GMOs.
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Risk Regulation in the Internal Market - Risk Regulation in the EU Internal Market
Risk Regulation in the Internal Market, 2019Co-Authors: Maria WeimerAbstract:This chapter examines the evolution of risk regulation in the European Union since the Single European Act, with particular emphasis on how the legal and institutional context of the Internal Market has shaped the EU approach to risk. It first traces the emergence of supranational risk regulation in the EU with the ‘1992 project’ before discussing treaty reforms in the 1990s which strengthened the function of risk regulation as a justification of EU Internal Market regulation. It then considers the legitimacy dilemma faced by the EU with regard to risk regulation, focusing on the debate over the scope of political discretion that the precautionary principle should provide. It also analyses the application of the principles of risk and cost-benefit analysis to control discretion through science and economics, respectively. Finally, it explores risk regulation challenges arising from the legal-institutional, socio-economic, and cultural diversity in the Member States.
