scholarly journals What Makes Employees Behave Innovatively? Empirical Evidence from South Korea

2021 ◽  
Vol 13 (24) ◽  
pp. 13819
Author(s):  
Sora Lee ◽  
Jaewon Yoo
Keyword(s):  
South Korea ◽  
Market Orientation ◽  
Process Model ◽  
Ethical Climate ◽  
Internal Market ◽  
Psychological Ownership ◽  
Sequential Process ◽  
Innovative Behavior ◽  
Internal Market Orientation ◽  
The Impact

Although the value of a supportive organizational strategy has been recognized over time, there is a need to better understand its relationship with employees’ psychological and behavioral responses. This study focuses on employees’ innovative behavior as a result of their perceptions of internal market orientation in the organization. It proposes a sequential process model that examines the impact of internal market orientation on employees’ innovative behavior through the ethical climate, psychological ownership, and employee stewardship toward the organization. Using data collected from 310 employees of small and medium-sized enterprises in various industries in South Korea, a linear sequential relationship among the constructs is confirmed. The findings of this empirical study, therefore, suggest that the ethical climate, psychological ownership, and stewardship mediate the effects of internal market orientation on employees’ innovative behavior. The research thus offers a conceptual framework that shows the sequential process of the effect of internal market orientation on innovative behavior. Further, it shows that the perception of an ethical climate can be influenced by management and can develop an employee’s psychological ownership. Implications for managers and directions for future research are also discussed.

scholarly journals Internal market orientation determinants of employee brand enactment

2017 ◽  
Vol 31 (7) ◽  
pp. 690-703 ◽  
Author(s):  
Achilleas Boukis ◽  
Spiros Gounaris ◽  
Ian Lings
Keyword(s):  
Market Orientation ◽  
Internal Market ◽  
Working Environment ◽  
Front Line ◽  
Internal Branding ◽  
Holistic View ◽  
Content Type ◽  
Brand Knowledge ◽  
Internal Market Orientation ◽  
The Impact

Purpose This study aims to explore how the adoption of internal market orientation (IMO) can enhance front-line employee brand enactment within an interpersonal service setting. Insights from equity theory and the person – environment paradigm are drawn upon to develop a theoretical model describing the impact of IMO on employee – organization fit, employee – supervisor fit and employee – job fit and the consequences of IMO on employee brand knowledge and brand identification. Second, the role of various types of fit and brand knowledge/identification for front-line employee brand enactment is confirmed. Design/methodology/approach This study draws from service employees in a high-contact customer setting. Findings Results uncover two mechanisms for successful internal branding: increasing employee fit with the service environment and enhancing employee brand knowledge. Practical implications The study contributes to practice in that the findings outline a realistic understanding of how managerial actions facilitate employees’ alignment with the firm’s brand promise within the realm of the broader organizational context in which service delivery takes place. Originality/value The present study contributes in the extant literature as it enables a more holistic view of the drivers of brand-congruent behaviors among front-line employees. Moreover, it has a significant contribution for future researchers as it lays the ground to further examine how employees’ perceptions of internal marketing strategies shape their fit levels with different aspects of their working environment which also affect the internal branding efforts of service organizations.

scholarly journals The impact of information and communication technology and internal market orientation blending on organisational performance in small and medium enterprises

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sergey Kazakov ◽  
José L. Ruiz-Alba ◽  
María M. Muñoz
Keyword(s):  
Market Orientation ◽  
Small And Medium Enterprises ◽  
Sampling Procedure ◽  
Internal Market ◽  
Organisational Performance ◽  
Content Type ◽  
Positive Effects ◽  
Internal Market Orientation ◽  
Medium Enterprises ◽  
The Impact

PurposeThe present study examines the concept of internal market orientation (IMO) and its effects on organisational performance comprising job satisfaction and employees' loyalty in the small and medium enterprises (SMEs) research context. Rooted in administrative theory, human relations theory, conventional theories of IMO and internal marketing, this study develops a novel iIMO theoretical framework that evinces the proliferation of ICTs in SMEs.Design/methodology/approachThe proposed concept was empirically investigated by means of surveying 316 SME employees with the application of a multi-stage sampling procedure.FindingsResearch findings confirmed the viability of the ICT-supported iIMO framework, its positive effects on SMEs' organisational performance, and exhibited ample empirical evidence for the proficiency of the iIMO concept and its suitability for operationalisation by SMEs.Originality/valueThis study introduces ICTs as a novel IMO dimension which considers the undergoing holistic digitalisation of businesses. In addition, the present research posits the plausibility and confirms the benefits that arise following iIMO implementation in SMEs.

scholarly journals Internal market orientation as a value creation mechanism

2019 ◽  
Vol 33 (2) ◽  
pp. 233-244 ◽  
Author(s):  
Achilleas Boukis
Keyword(s):  
Market Orientation ◽  
Value Creation ◽  
Internal Market ◽  
Theory And Practice ◽  
Content Type ◽  
Creation Process ◽  
A Value ◽  
Conceptual Paper ◽  
Internal Market Orientation ◽  
Value Creation Process

PurposeThis paper aims to re-examine the nature, aim and scope of internal market orientation (IMO) and introduce it as a value creation mechanism for the firm’s internal market. A service-dominant logic (SDL)-based perspective of the IMO notion is advanced, and the key steps and phases for value creation in the internal market are outlined.Design/methodology/approachThis conceptual paper bridges the IM discourse with the SDL literature, and the latter’s implications for internal marketing theory and practice are discussed.FindingsDrawing on the premises of the SDL, IMO re-surfaces as an interconnected operant resource that can be enacted through performing three sets of activities central in the value creation process for internal stakeholders (i.e. value-identifying, value-generating and value-enhancing activities). These groups of relevant value-enabling activities required for IMO enactment are extensively discussed and their role in the value creation process is scrutinized.Originality/valueThis conceptual paper aspires to provide a managerially relevant understanding of value creation in the firm’s internal market. An SDL-driven understanding of IMO is advanced setting it as a value creation mechanism appealing to a wider range of organizations.

scholarly journals Measuring Internal Market Orientation

2005 ◽  
Vol 7 (3) ◽  
pp. 290-305 ◽  
Author(s):  
Ian N. Lings ◽  
Gordon E. Greenley
Keyword(s):  
Market Orientation ◽  
Internal Market ◽  
Internal Market Orientation
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