Internal networks for internal marketing

Abstract

This paper is a report on a longitudinal case study of internal marketing as a relationship development process. The activity is observed and interpreted as a relationship development process in a large retail bank. Dominant modes emerge which are described as energising, code breaking and border crossing. These activities are seen to be facilitated by the sharing of knowledge through a network of voluntary internal staff relationships. The characteristics of internal networks for internal marketing are then examined. This shows both the strength and the vulnerability of internal network organisation to other legitimate agendas within the host organisation.