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This paper examines internal processes associated with delivering customer satisfaction focusing particularly on the relationship between the nature and extent of internal marketing and its outcome in terms of the level of organisational commitment on the part of employees. The concepts of internal marketing and organisational commitment are discussed, suitable measures are identified and research is conducted among managers of a retail bank. The findings confirm a significant relationship between internal marketing and organisational commitment. The relationship of internal marketing is most significant with the affective dimension of organisational commitment. Limitations of the research are noted and directions for future research are indicated.

Based on the reasoning that work means more than just material rewards, the purpose of this paper is to propose the broadening of internal marketing concept (IMC) role through incorporation of happiness in the workplace (HWP) construct.

A conceptual approach is outlined.

This paper provides a theoretical foundation and conceptual framework – based on internal marketing (IM) variables – explaining how goals related to HWP could be achieved.

Given that happiness in life is a goal that everyone pursues, and HWP is one of its dimensions, it is suggested that firms could employ it as a strategy to maintain and motivate their best assets (i.e. their employees). It also suggests that work is far beyond a simple exchange process between employers and employees. Thus, given the nature and meaning of work for human beings, it should be treated as a channel whereby people could improve their self‐esteem and could fulfill themselves through their tasks on the job and feel happy.

Regarding IMC managerial approach and features, it is sustained that it could more aptly address the issue of HWP. To some degree, the desire of HWP brings about the need of changing the current management mindset that puts people on a secondary role.

This research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study also investigates the relationship between employer branding and employee brand equity as a consequential construct. Additionally, the mediating role of trust and the moderating role of gender in the relationship between employer branding and employee brand equity has been examined.

The present study’s findings result from data analysis collected from a sample of 454 employees working in private banks in India. The data analysis was conducted utilising the structural equation modelling technique with the assistance of analysis of moment structures (AMOS) software.

The study’s findings indicate that supportive and bureaucratic (formal) culture in private banks exhibit a significant relationship with employer branding. However, the relationship between innovative culture and employer branding was found to be insignificant. The research also reveals a significant positive association between employer branding and employee brand equity variables: brand consistent behaviour, brand endorsement and brand allegiance. Further, the study highlights the mediating role of employee trust in management in the relationship between employer branding and employee brand equity. Examining demographic variables suggests that gender moderates the relationship between employer branding and employee brand equity.

The originality of this study lies in its exploration of the critical role of organisational culture variables in shaping employer branding within the context of private banks. The findings highlight that cultivating supportive and bureaucratic cultures can effectively enhance the employer branding of private banks. The study emphasises the outcomes of employer branding initiatives, signifying that they contribute to developing brand equity among employees. This leads to long-term employee commitment and advocacy towards the organisation, as employees become brand advocates for the bank with which they are affiliated. The study contributes to a better understanding of the relationship between organisational culture, employer branding and employee brand equity, providing valuable implications for the private banking sector aiming to reinforce their employer brand and increase employee engagement.

The purpose of this paper is to perform a psychometric evaluation of the internal green marketing (IGM) scale in the context of consumer, industrial and service industry from a developing economy. Drawing on IGM theory, this study validates the measurement scales to operationalize IGM as green internal communication (GIC), green skill development (GSD) and green rewards (GRs).

The sample was drawn from the consumer, industrial and service industries in Jammu and Kashmir, India, using a random sampling method. Data were collected from consumer, industrial and service industries in two phases through a self-administrated questionnaire-based survey. In total, 137 managers responded during the first phase, and 368 managers responded during the second phase. During the first phase, exploratory factor analysis (EFA) was conducted to uncover the underlying dimensions of IGM, and during the second phase, data were analyzed to test the validity of the IGM scale through confirmatory factor analysis (CFA).

EFA suggested a three-dimension scale (green internal communication (GIC), green skill development (GSD), and green rewards (GR)) which was confirmed by CFA. The findings of the study demonstrate that IGM is a valid and reliable scale to capture the individual-level perception of the employees with respect to the green internal marketing of an organization.

This paper is expected to provide valuable insights into the area of internal green marketing (IGM) about an industry that can be of immense help to domestic and international marketers in formulating human resource (HR)/marketing strategies. Further, it provides a wide-ranging scale that can act as a base for future research studies that aim to explore internal green marketing (IGM) in different organizational settings.

IGM is embedded in three underlying elements as GIC, GSD and GRs. It is suitable to the practitioner and researchers to operationalize IGM as a second-order construct in future studies.

The concept of value in relationship marketing is a theme of increasing interest. This paper examines the concepts of employee value, customer value and shareholder value and the linkages between them. It reviews research on the service‐profit chain framework and other related models and then discusses the extent to which linkage models or enterprise performance models, which integrate these components of value, have been adopted by organisations. An example is used to illustrate the adoption and use of an enterprise performance model. Implications for the retail financial services sector are considered.

Years after the 2011 uprising Egypt, it seems that the country’s non-Islamist parties are still included in the political game. After significant alterations in their political sphere by mid-2013 at the advent of the Muslim Brother exclusion and the subsequent discrediting of Salafi al-Nour party, non-Islamist parties took clear part in the mobilization for presidential elections (2014, 2018) and competed for legislative seats in 2015. Nonetheless, it is difficult to expect them to turn into long-term key political players with clear-cut ideological postures, unique platforms and strong grass root mobilization. With the exception of the electoral gains scored by numbered parties like Free Egyptians’ party and Nation’s Future in 2015 legislative elections, these parties seem to be lagging behind esp. in terms of their popular base; who became winners at the advent of the radical exclusion of the MB from July 2013 onwards.

This paper is based on archival research and guided by basic assumptions of rational choice institutionalism, mainly game-theoretic versions of the approach. It is divided into four sections, three of them are chronological and the last one is thematic.

Egypt’s non-Islamists engaged in the post-2011 political sphere, with strong Islamist rivals crippling their political chances in the first two years following the 2011 uprising. They surely capitalized on the exclusion and discrediting of the latter, but they suffered lack of ideological clarity and fragmentation from 2011 onwards with no enough evidence these weaknesses were surpassed after Islamists were “out of their way”. The only strand of non-Islamist parties which came out as “game winners” were those possessing the resources and enjoying overt “friendly” relations with al-Sisi regime. Nonetheless, internal conflicts inside key secularist parties shed light on their capacity to turn into long-term players in Egypt’s political sphere.

Very few papers were published on Egypt’s secularists parties after the 2011 uprising from the perspective of the alteration that occurred in their political environment affecting their political weight and gains. More generally, literature on non-ruling parties in authoritarian contexts mostly reduce these parties to secondary roles allocated by ruling regimes. The paper seeks to overcome both shortages.

There are many features which have been regarded as having a critical role in supporting service quality. The purpose of this research is to identify which management practices support service quality.

A questionnaire survey of medium and large‐sized mass and technological services in the UK was conducted.

It was found that service quality and the management practices were all significantly associated in mass services, but this was not the case in technological services.

Further research should consider those management features which were found to be non‐contributory to service quality in technological services.

This research has clarified the ranking of the management practices in terms of the contribution they have made to support service quality, and also found the differences between the two types of services.