Investigating internal market orientation: is context relevant?

Abstract

PurposeThrough 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?Design/methodology/approachThe study examines three organisations from three different industries and draws on nine in-depth interviews with people across various levels within each organisation.FindingsThe 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.Research limitations/implicationsChoosing a multiple-case study approach provides in-depth explanations; however, such an approach may lead to less generalisability.Practical implicationsThe 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.Originality/valueThis 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.