¿Podía hacer saber Unamuno a Augusto Pérez que es un personaje ficticio? : Una contribución a la epistemología del pensamiento dialógico

Este trabajo describe una serie de limitaciones epistemológicas inherentes a la relación entre el novelista y sus personajes ficticios. Con el fin de ilustrar con la mayor claridad posible dichas limitaciones, se analiza el diálogo que mantienen Unamuno y su personaje ficticio, Augusto Pérez, en Niebla

¿Podía hacer saber Unamuno a Augusto Pérez que es un personaje ficticio? : Una contribución a la epistemología del pensamiento dialógico

Este trabajo describe una serie de limitaciones epistemológicas inherentes a la relación entre el novelista y sus personajes ficticios. Con el fin de ilustrar con la mayor claridad posible dichas limitaciones, se analiza el diálogo que mantienen Unamuno y su personaje ficticio, Augusto Pérez, en Niebla

¿Podía hacer saber Unamuno a Augusto Pérez que es un personaje ficticio? : Una contribución a la epistemología del pensamiento dialógico

Este trabajo describe una serie de limitaciones epistemológicas inherentes a la relación entre el novelista y sus personajes ficticios. Con el fin de ilustrar con la mayor claridad posible dichas limitaciones, se analiza el diálogo que mantienen Unamuno y su personaje ficticio, Augusto Pérez, en Niebla

The Impact of Internal Market Orientation on Staff Service Behaviours

The impact of service direction, service training and staff behaviours on perceptions of service delivery are examined. The impact of managerial behaviour in the form of internal market orientation (IMO) on the attitudes of frontline staff towards the firm and its consequent influence on their customer oriented behaviours is also examined. Frontline service staff working in the consumer transport industry were surveyed to provide subjective data about the constructs of interest in this study, and the data were analysed using structural equations modelling employing partial least squares estimation. The data indicate significant relationships between internal market orientation (IMO), the attitudes of the employees to the firm and their consequent behaviour towards customers. Customer orientation, service direction and service training are all identified as antecedents to high levels of service delivery. The study contributes to marketing theory by providing quantitative evidence to support assumptions that internal marketing has an impact on services success. For marketing practitioners, the research findings offer additional information about the management, training and motivation of service staff towards service excellence.

Measuring internal market orientation

Internal marketing has been discussed in the management and academic literature for over three decades, yet it remains ill defined and poorly operationalized. This paper responds to calls for research to develop a single clear understanding of the construct, for the development of a suitable instrument to measure it, and for empirical evidence of its impact. Existing, divergent conceptualization of internal marketing are explored, and a new, multidimensional construct, describing the managerial behaviors associated with internal marketing is developed, and termed internal market orientation (IMO). IMO represents the adaptation of market orientation to the context of employer-employee exchanges in the internal market. The paper describes the development of a valid and reliable measure of IMO in a retail services context. Five dimensions of IMO are identified and confirmed. These are 1) formal written information generation, 2) formal face-to-face information generation, 3) informal information generation, 4) communication and dissemination of information, and 5) responding to this internal market information. The impact of IMO on important organizational factors is also explored. Results indicate positive consequences for customer satisfaction, relative competitive position, staff attitudes, staff retention and staff compliance.

The impact of internal and external market orientations on firm performance.

The role of internal marketing in developing organisational competencies is identified as a key area for continued research (Rafiq and Ahmed, 2003). One competence of particular interest to marketers is market orientation. This paper examines the impact of internal marketing, operationalised as a set of internal market orientated behaviours (IMO) on market orientation (MO), and consequently organisational performance, and provides the first quantitative evidence to support the long held assumption that internal marketing has an impact on marketing success. Data from UK retail managers were analysed using structural equations modelling employing LISREL software. These data indicate significant relationships between internal market orientation, employee motivation and external marketing success (market orientation, financial performance and customer satisfaction). Our results also support previous findings indicating a positive impact of external market orientation on customer satisfaction and financial performance. For marketing practitioners, the role of internal market orientation is developing marketing strategies is discussed.