Abstract
This study integrates the social identity, the social learning and the psychological contract perspective in order to explore branch manager’s role for diffusing internal market orientation philosophy across store employees in a retail banking context. As branch managers constitute the main linking pin between contact employees and top management, we stress some employee-related gains from their IMO adoption as well as some contact employees’ behaviours which enhance customers’ perceptions of service quality.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
