Abstract
This chapter explores the concepts and expectations underpinning Internal Marketing (IM), tracing the evolution of IM theory and analysing the key tensions within the literature. It begins by defining IM, its roles, and the elements of which it consists. The chapter analyses the nature of transactions and service, and the internal service encounters and other internal exchanges within which service quality may be delivered, transferred, or co-created, before establishing how satisfaction and motivation may contribute towards, and result from, IM. By examining the aims and potential of IM and the importance of organisational vision, commitment, and change, the chapter focus on IM’s potential as an integrative mechanism, its contribution to organisational culture, and its relationship to Human Resources Management. IM enhances customer satisfaction in part by encouraging employees to be oriented towards external customers. The chapter concludes by identifying the main limitations of IM literature and opportunities for future research which can enhance theoretical debate and bring value to practitioners.