000			02005nam a22002417a 4500
003			ZW-GwMSU
005			20210513145816.0
008			210513b |||||||| |||| 00| 0 eng d
040			_aMSU _cMSU _erda
100			_aLings, Ian N _eauthor
245	1	4	_aThe impact of internal and external market orientations on firm perfomance / _cIan N Lings and Gordon E Greenley
264			_aAbingdon; _bTaylor and Francis, _c2009-
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aJournal of Strategic Marketing _vVolume 17, number 1,
520			_aThe role of internal marketing in developing organizational competencies is identified as a key area for continued research (Rafiq & Ahmed, 2003). One competence of particular interest to marketers is market orientation. This paper examines the impact of internal marketing, operationalised as a set of internal market‐oriented behaviors (IMO), on market orientation (MO) and consequently organizational performance. It provides the first quantitative evidence to support the long held assumption that internal marketing has an impact on marketing success. Data from UK retail managers were analyzed using structural equation modelling employing LISREL software. These data indicate significant relationships between internal market orientation, employee motivation and external marketing success (market orientation, financial performance and customer satisfaction). Our results also support previous findings indicating a positive impact of external market orientation on customer satisfaction and financial performance. For marketing practitioners, the role of internal market orientation in developing marketing strategies is discussed.
650	0	4	_aMarket orientation _xInternal marketing
650	0	4	_aInternal market orientation _xPerfomance measurement
700	1		_aGreenly, Gordon E _eauthor
856			_uhttps://doi.org/10.1080/09652540802619251
942			_2lcc _cJA
999			_c157208 _d157208