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The purpose of this study is to explore ways to establish an effective coordinative mechanism to ensure the effective practice of career coaching in innovativeness and creativity training programs in higher education.

This study aims to explore a successful case – that of Wenzhou University College – to elucidate how to establish an effective coordinative mechanism. The Delphi method is an interview approach for obtaining and analyzing case data.

According to research results, first, the causes of conflict were found and an attempt was made to solve these by using a personal system and training program structure revision; the main reasons for the conflicts are an overemphasis on “experts’ experience leading” and a “cognitive gap” between experts as coaches and teaching faculties; second, to decrease conflict, a revision of the training program structure will aid the improvement in the specialization for experts and teaching faculties; and third, revision of one’s personal system requires the teaching faculties to be from within the industries or companies facilitating the process of these faculties gaining practical experience; moreover, it will be easier if experts are the ones who are communicating how to re-design training programs and cooperative modes.

This study provides a coordinative mechanism for the effective practice of innovativeness and creativity training in higher education institutions. On the basis of research results, higher education institutions can effectively develop a training program of innovativeness and creativity based on the concept of career coaching.

This study aims to signal the relevance of internal market orientation (IMO) as an organizational process for improving interdepartmental relationships and employee satisfaction, which, in turn, serves to leverage performance. The study has three main objectives: to consider the adaptation of IMO at the departmental level, whereby internal departments are identified as internal customers; gauging the impact of IMO on interdepartmental relationships, employee satisfaction and organizational performance; and testing the mediating role of employee satisfaction in linking interdepartmental relationships, i.e. connectedness and conflict with organizational performance.

The study observes the proposed relationships by drawing on a sample of 816 managers from 272 companies. Through accessing three respondents in each organization and asking them to focus on different constructs, the study’s methodology avoids common methods bias. Partial least square was used to test the hypotheses posited in the concept.

The findings confirm that IMO at the departmental level is critical for facilitating interdepartmental relationships within the organization. In particular, high levels of IMO can enhance interdepartmental connectedness, reduce interdepartmental conflict and improve employee satisfaction. Employee satisfaction not only influences firm performance directly but also plays a mediating role in linking interdepartmental relationships, i.e. connectedness and conflict with performance.

While this study is conducted in the Chinese context, future research may consider testing the framework in different sectors and geographical areas. In addition, more objective measures of firm performance could be used in future studies, and other mediating and moderating variables may be added to further advance the understanding of the subject at large.

The identification of IMO at the departmental level can help firms collect ideas from staff across different departments, facilitate open and constructive communication and react promptly to other departments. Through a social information processing lens, this leads to the creation of a positive organizational atmosphere, contributing significantly to enhancing employee satisfaction and firm performance.

The findings of the study contribute to the area by supporting the legitimacy of IMO at the departmental level and its positive impact on internal relationships and employee satisfaction, which, in turn, leverages performance advantages for the firm.

Through undertaking qualitative research within different industrial contexts, the study aims to address the following: How do practitioners in non-service organisations interpret internal market orientation (IMO); How is IMO practiced within an eastern cultural context; and What are the outcomes of its implementation?

The study examines three organisations from three different industries and draws on nine in-depth interviews with people across various levels within each organisation.

The study reveals that: a) senior management commitment should be included in the design of IMO at the strategic level; b) effective responsiveness to internal information collected is crucial to its success; c) creative ways to meet internal customers’ needs and expectations are contextualised; and d) cultural nuances need to be considered when applying IMO.

Choosing a multiple-case study approach provides in-depth explanations; however, such an approach may lead to less generalisability.

The study advocates that a) some degree of resources are needed to ensure that IMO can be fully implemented and employee welfare enhanced; b) creativity is required for each organisational context responding to employees’ needs, expectations, complaints or ideas; and c) removing unnecessary barriers can help to foster better interdepartmental relationships and, thus, improve work procedures and employee satisfaction.

This study contributes to the literature by developing a framework to signal the importance of IMO as a facilitator for better firm communication and performance. Contextualised IMO practices from the cases may shed further light on specific best practice.