Internal marketing as a change management tool: A case study in re-branding

Abstract

This article examines the rational, power and political considerations of internal marketing (IM) when implementing a change management initiative, such as re-branding. Based on the findings of a qualitative case study of a Canadian university and the views of multiple stakeholder groups, additional considerations have been identified that relate to the transformation or ‘control’ stage of change. Particularly, tactics have been presented that are believed to facilitate the transition or re-branding process. This research provides important perspective on the role of IM in the context of organizational behavior. Using a grounded theory research method, an adapted model is proposed that comprises elements of internal marketing as well as change management.