TY  - JOUR
AB  - A retail banking case study published in this journal ten years ago described a method for inviting staff involvement in customer service improvement. In this article, the author has reinterpreted the case as an archetypal example of internal marketing for generating and circulating staff knowledge through a network of voluntary internal relationships. First, a typology for making sense of conflicting concepts in the internal marketing literature is provided. Second, the author returns to the case data to suggest an integrated theoretical framework for internal marketing that links the parallel but distinctive traditions of relationship marketing and the markets‐as‐networks approach of the International Marketing and Purchasing (IMP) Group. Third, internal marketing is defined as a relationship development strategy for the purpose of knowledge renewal. Finally, the implications for management are examined.
VL  - 18
IS  - 6
SN  - 0265-2323
DO  - 10.1108/02652320010358698
UR  - https://doi.org/10.1108/02652320010358698
AU  - Ballantyne David
PY  - 2000
Y1  - 2000/01/01
TI  - Internal relationship marketing: a strategy for knowledge renewal
T2  - International Journal of Bank Marketing
PB  - MCB UP Ltd
SP  - 274
EP  - 286
Y2  - 2024/05/10
ER  -