Influence of Internal Marketing Dimensions on Organizational Commitment: An Empirical Application in Ecuadorian Co-Operativism

Abstract

Internal marketing involves planning, implementing, and assessing strategies focused on the internal customer (employee), who, at the same time, looks to strengthen their organizational commitment. In this context, leaders and managers should focus on human capital through policies which encourage the motivation and satisfaction of employees, in a way that they feel committed to the institution which, at the same time, will help the achievement of organizational targets. Accordingly, the purpose of this research is to analyze internal marketing dimensions and their possible relationship with organizational commitment. To do so, fieldwork based on a research questionnaire has been developed, aimed at a very important area of the social economy: co-operativism in a developing country. A total of 2,499 surveys were distributed among employees, leaders, and managers of Ecuadorian cooperatives. To describe the possible mediating effect of the research variables, a hierarchical, multiple linear regression analysis was applied. The results reveal that the internal marketing dimensions present statistically significant correlations with the organizational commitment, with the internal communication dimension being its maximum relational exponent. It is also extracted from the study that sociodemographic and works position variables positively influence the relationship between both constructs, presenting higher relational levels when the employee is married, has higher studies and their work contract is temporary.

The Influence of Internal Marketing and Job Satisfaction on Task Performance and Counterproductive Work Behavior in an Emerging Market during the COVID-19 Pandemic

“…Internal marketing has been approached oftentimes in the organizational context [ 23 ], having been analyzed through communication of the organization’s vision, and the development and rewarding of employees [ 56 ]. Internal communication with employees is deemed the relational component of internal marketing, bearing a significant influence on the increase in job satisfaction and organizational engagement [ 57 ]. Through internal marketing, an organization ensures that the promise of a satisfying result for clients can be met with success [ 55 ], fostering positive implications in boosting employee satisfaction [ 21 , 22 ], subsequent organizational engagement [ 24 , 57 ], and in improving performance of the provided service [ 58 ].…”

“…Internal communication with employees is deemed the relational component of internal marketing, bearing a significant influence on the increase in job satisfaction and organizational engagement [ 57 ]. Through internal marketing, an organization ensures that the promise of a satisfying result for clients can be met with success [ 55 ], fostering positive implications in boosting employee satisfaction [ 21 , 22 ], subsequent organizational engagement [ 24 , 57 ], and in improving performance of the provided service [ 58 ]. Internal marketing orientation on an organizational level has been studied in all sectors: in the productive sector [ 59 ], in the tertiary sector [ 24 , 55 , 58 , 60 ], in public institutions [ 61 ], and in nonprofit organizations [ 29 , 62 , 63 ].…”

Analysis of the Internal Marketing Dimensions in Social Economy Organizations: Study Applied to Co-operativism in Ecuador

“…This research context reflects the gap in the study of internal marketing in the sector of the social economy to which cooperatives belong, which are basically governed by universal principles focused on the human being. Reciprocity and balance are expected from these institutions in the actions employeesorganization, in compliance with the principle of mutual assistance (Mero et al, 2020). It is for this reason that this quantitative study applied to employees and managers of Ecuadorian cooperatives has been raised, proving that it is appropriate and supports the internal marketing dimensions of the redesigned model of Jaworski and Kohli (1993) and Lings (1999), in its most recent and adapted version of six dimensions: IVE, IMS, IC, MC, TR, and WFB.…”

“…More recent studies (among others, Ruizalba et al, 2014;Braimah, 2016;Cerqueira et al, 2018;Park and Tran, 2018;Mero et al, 2020) have redesigned the three dimension model of Jaworski and Kohli (1993) and Lings (1999), considering the initial sub-dimensions of the same as true first-class dimensions, which has led them to the suggestion of a much more complete and versatile model of six dimensions: Identify Value Exchange (IVE), Internal Market Segmentation (IMS), IC, Management Concern (MC), Training (TR), and work/ family. For this reason, this research will use this vision of six internal marketing dimensions as a reference; given its great adaptability to different socio-economic environments which, in this empirical study, applies to Ecuador's co-operativism, considered a developing country.…”

Measuring a Multifaceted Concept: A high Order Confirmatory Factor Analysis Towards Internal Marketing

“…In universities, certainly developmental opportunities, feedback, and informational justice represent the areas of need and concern; and the current study addresses them (Moreira Mero, Hidalgo Fernández, Loor Alcívar, & González Santa Cruz, 2020). Since IM plans, assesses, and implements strategies on internal customers (Moreira Mero et al, 2020), this study actually reassesses IM and includes developmental opportunities and informational justice. Though IM provides competitive advantage at a global scale,it must ensure its dimensions cover expectations of employees (Moreira Mero et al, 2020).…”