Skip to main content
Log in

Promoting an Internal Market-Oriented Culture (IMOC) in Healthcare Services

  • Research Papers
  • Published:
Journal of Service Science Research

Abstract

It is essential for healthcare service organizations to develop and promote an organizational culture that focuses on their frontline employees. The aim of this study is to explore one such frontline-focused organizational culture concept, which is labeled as internal market-oriented culture (IMOC). The study examines both potential factors that promotes IMOC as well as potential outcomes of IMOC. The concept of IMOC was tested in a quantitative study were frontline employees in public hospitals participated. The findings reveal that both management focus on employees and interdepartmental cooperation promotes an organization’s IMOC. IMOC was found to have a direct effect on frontline employees’ overall job satisfaction and turnover intentions. In addition, the relationship between IMOC and employees’ turnover intentions was found to be mediated by employees’ job satisfaction. No previous research has focused on how to promote IMOC in healthcare services, which makes this study a unique contribution to service research.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Similar content being viewed by others

References

  • Anaza NA & Rutherford BN (2012) Developing our understanding of patronizing frontline employees. Managing Service Quality 22(4): 340–358.

    Article  Google Scholar 

  • Azanza G, Moriano JA, & Molero F (2013) Authentic leadership and organizational culture as drivers of employees job satisfaction. Journal of Work and Organizational Psychology 29: 45–50.

    Google Scholar 

  • Banaszak-Holl J, Castle NG, Lin MK, Shrivastwa N, & Spreitzer G (2015) The role of organizational culture in retaining nursing workforce. The Gerontologist 3: 462–471.

    Article  Google Scholar 

  • Barney JB (1986) Organizational culture: can it be a source of sustained competitive advantage. Academy of Management Review 11(3): 656–665.

    Article  Google Scholar 

  • Baron RM & Kenny DA (1983) The moderator-mediator variable distinction in social psychological research: Conceptual strategic, strategic and statistical considerations. Journal of Personality and Social Psychology 51(6): 1173–1182.

    Article  Google Scholar 

  • Batt-Rawden VH, Lien G, & Slåtten T (2019) Team learning capability — an instrument for innovation ambidexterity? International Journal of Quality and Service Sciences 11(4): 473–486.

    Article  Google Scholar 

  • Boshoff C & Allen J (2000) The influence of selected antecedents on frontline staff’s perceptions of service recovery performance. International Journal of Service Industry Management 11(1): 63–90.

    Article  Google Scholar 

  • Carpentier M, Hoye GV, Stockman S, Schollaert E, Theemsche BV, & Jacobs G (2017) Recruting nurses through social media: Effects on employer brand and attractiveness. Journal of Advanced Nursing 73(11): 1–13.

    Article  Google Scholar 

  • Currie EJ & Hill RAC (2012) What are the reasons for high turnover in nursing? A discussion of presumed causal factors and remedies. International Journal of Nursing Studies 49(9): 1180–1189.

    Article  Google Scholar 

  • D’Amour D, Goulet L, Labadie JF, Martin-Rodriguez LSM, & Pineult R (2008) A model and typology of collaboration between professionals in healthcare organizations. BMC Health Services Research 8(188): 1–14.

    Google Scholar 

  • Delić M, Slåtten T, Milić B, Marjanović U, & Vulanović S (2017) Fostering learning organization in transitional economy — the role of authentic leadership and employee affective commitment. International Journal of Quality and Service Sciences 9(3/4): 441–455.

    Article  Google Scholar 

  • Deshpandè R, Farley JU, & Webster, FE (1989) Organizational culture, customer orientation and innovativeness in Japanese firms: a quadrant analysis. Journal of Marketing 57(1): 23–37.

    Article  Google Scholar 

  • Ellinger AE, Musgrove CF, Ellinger AD, Bachrach DG, Bas ABE, & Yang YL (2012) Influences of organizational in social capital commitment and performance. Journal of Business Research 66(8): 1124–1133.

    Article  Google Scholar 

  • Gounaris SP (2006) Internal-market orientation and its measurement. Journal of Business Research 59(49): 432–448.

    Article  Google Scholar 

  • Hair Jr. JF, Hult GTM, Ringle CM, & Sarstedt M (2014) Primer on partial least squares structural equation modeling (PLS-SEM), London: SAGE.

    Google Scholar 

  • Hofstede G, Neuijen B, Ohayv DD, & Sanders G (1990) Measuring organizational cultures: A qualitative and quantitative study across twenty cases. Administrative Science Quarterly 35(2): 286–316.

    Article  Google Scholar 

  • Hogan SJ & Coote LV (2014) Organizational culture, innovation, and performance: A test of Scheines model. Journal of Business Research 67(8): 1609–1621.

    Article  Google Scholar 

  • Homburg C & Stock RM (2005) Exploring the conditions under which salesperson work satisfaction can lead to customer satisfaction. Psychology & Marketing 22(5): 393–420.

    Article  Google Scholar 

  • Homburg C & Pflesser C (2000) A multiple-layer model of market-oriented organizational culture. Measurement issues and performance outcomes. Journal of Marketing Research 37(4): 449–462.

    Article  Google Scholar 

  • Jaworski BJ & Kohli AK (1993) Market orientation: antecedents and consequences. Journal of Marketing 57(3): 1–18.

    Article  Google Scholar 

  • Kohli AJ & Jaworski BJ (1990) Market orientation: the construct, research propositions, and managerial implications. Journal of Marketing 54(2): 1–18.

    Article  Google Scholar 

  • Kraut AI (1975) Predicting turnover employees from measured job attitudes. Organizational Behavior and Human Performance 13(2): 233–243.

    Article  Google Scholar 

  • Körner M, Wirtz MA, Bengel J, & Göritz AS (2015) Relationship or organizational culture, teamwork and job satisfaction in interprofessional teams. BMC Health Services Research 15(243): 1–12.

    Google Scholar 

  • Liedtka JM, Haskins ME, Rosenblum JW, & Weber J (1997) The generative cycle: Linking knowledge and relationships. Sloan Management Review 39(1): 47–58.

    Google Scholar 

  • Lings IN & Greenley GE (2005) Measuring internal market orientation. Journal of Service Research 7(3): 290–305.

    Article  Google Scholar 

  • Lings IN (2004) Internal market orientation — constructs and consequences. Journal of Business Research 57(4): 405–413.

    Article  Google Scholar 

  • Merlo O, Bell SJ, Menguc B, & Whitwell GJ (2006) Social capital, customer orientation and creativity in retail stores. Journal of Business Research 59(12): 1214–1221.

    Article  Google Scholar 

  • Nakrem S (2015) Understanding organizational and cultural premises for quality of care in nursing homes: An ethnographic study. BMC Health Services Research 15(508): 1–13.

    Google Scholar 

  • Schein EH (1984) Coming to a new awareness of organizational culture. Sloan Management Review 25(2): 3–16.

    Google Scholar 

  • Slåtten T, Lien G, & Svenkerud PJ (2019) The role of organizational attractiveness in an internal market-oriented culture (IMOC): A study of hospital frontline employees. BMC Health Services Research 19(307): 1–15

    Google Scholar 

  • Slåtten T, Lien G, Fosse CM, & Pedersen E (2019b) The links between psychological capital, social capital and work-related performance — Å study of service sales representatives Total Quality Management & Business Excellence 30(1): 195–209.

    Article  Google Scholar 

  • Slåtten T, Lien G, & Svensson G (2018) The value of cultivating norms for market orientation in professional service firms. International Journal of Service Quality and Service Sciences 10(3): 316–330.

    Article  Google Scholar 

  • Slåtten T, Svensson G, & Sværi S (2011) Service quality and turnover intention as perceived by employees — antecedents and consequences. Personnel Review 40(2): 205–221.

    Article  Google Scholar 

  • Tett RP & Meyer JP (1993) Job satisfaction, organizational commitment, turnover intention and turnover: Path analysis based on meta-analytic findings. Personnel Psychology 46(2): 259–293.

    Article  Google Scholar 

  • Walumbwa FO, Avolio BJ, Gardner WL, Wernsing TS, & Peterson SJ (2008) Authentic leadership: Development and validation of a theory-based measure. Journal of Management 34(1): 89–126.

    Article  Google Scholar 

  • Yanfang T (2014) Learning organizations, internal marketing, and organizational commitment in hospitals. BMC Health Services Research 14(152): 1–8.

    Google Scholar 

  • Yukl G (2002) Leadership in organizations. Upper Saddle River, NJ: Prentice Hall.

    Google Scholar 

  • Zachariadou T, Zannetos S, & Pavlakis A (2013) Organizational culture in the primary healthcare setting of Cyprus. BMC Health Services Research 13(112): 1–8.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Terje Slåtten.

Additional information

Publisher’s Note Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Author Biographies

Terje Slætten is an associate professor at Inland School of Business and Social Sciences, Inland Norway University of Applied Sciences. Terje Slætten holds a PhD in Business administration from Karlstad University, Sweden. His research interests includes such as service quality, employee engagement, innovative behavior, leadership, sponsorship, psychological capital, employer branding, creativity and experiential marketing.

Gudbrand Lien is a professor at Inland School of Business and Social Sciences, Inland Norway University of Applied Sciences. Gudbrand Lien has a dr. oecon (PhD) degree (within finance) from Norwegian School of Economics (NHH). Gudbrand Lien’s main field of research has been within energy finance, energy economics, quantitative innovation studies and agricultural economics.

Ella Lupina works as a controller at Sykehuset Innlandet. She holds a master degree from Inland Norway University of Applied Sciences, Norway

Knut Arne Gravingen works as Communications Advisor and Internet Editor at KoRus-Øst/Sykehuset-Innlandet HF. He holds a master degree from Inland Norway University of Applied Sciences, Norway.

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Slåtten, T., Lien, G., Lupina, E. et al. Promoting an Internal Market-Oriented Culture (IMOC) in Healthcare Services. J Serv Sci Res 11, 157–182 (2019). https://doi.org/10.1007/s12927-019-0008-3

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s12927-019-0008-3

Keywords

Navigation