Internal demarketing in the UK Civil Service since the 2007-2009 financial crisis. Strategic Change: Briefings in Entrepreneurial Finance, 28(5), 355-368.

  • David Brown
  • , Anders Wappling
  • , Bidit Dey
  • , HELEN WOODRUFFE-BURTON

Research output: Contribution to journalArticle (journal)peer-review

6 Citations (Scopus)
1 Downloads (Pure)

Abstract

In reacting to the Financial Crisis of 2007–2009, the U.K. Civil Service has sought to
redefine its relationship with its employees. The U.K. Civil Service appears to have
shifted to a model of employer–employee relationship which segments the workforce, markets itself to its perceived core employees, and demarkets itself to its perceived noncore employees. The findings challenge the previously held assumption that internal demarketing constitutes accidental, manager-level, bungled, but well intentioned, attempts at internal marketing.
Original languageEnglish
Pages (from-to)355-368.
Number of pages14
JournalStrategic Change
Volume28
Issue number5
Early online date6 Sept 2019
DOIs
Publication statusPublished - 6 Sept 2019

Keywords

  • Internal Marketing,
  • relationships
  • employee demarketing

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