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Recent Supreme Court cases have entrenched a new image of corporate civic identity, assigning to the corporate person rights and abilities based upon the cultural characteristics, social ties, civic commitments, and internal lives of the human beings involved in it. This vision of the corporation is exemplified in recent cases implicating a corporate right to engage in political speech (Citizens United v. Federal Election Commission) and a right of corporations to be free of government interference regarding religious convictions (Burwell v. Hobby Lobby Stores, Inc.). Although much is being written about the soundness of the results in these cases and potential inconsistencies of the legal analysis that led to these results, this Article uses these cases to introduce a normatively potent theoretical perspective on corporate law that has for too long been exiled to the periphery of legal theorizing. When persons, whether corporate or human, interact within a social system, social theories of culture—not just microeconomic theories of individual incentives or ethical theories of individual duty—are required to fully understand the rights, norms, behaviors, and duties of such persons. The law has transformed the corporation into a unique civic person capable of holding and expressing opinions and beliefs to other members of its social community. This development urgently demands that corporate law scholars take cultural theory seriously if they are to fully understand the rights, norms, behaviors, and duties of modern corporations. This Article makes the case for the increased centrality of cultural theory within corporate law and lays out some of the major challenges and implications that lie ahead as this development takes hold.

Introduction -- Purpose and structure of this book -- Basic concept of internal marketing -- Internal marketing and R&D -- Empirical investigation on integration of marketing and R&D -- Internal marketing and sales -- Internal marketing and human resource management -- Internal marketing of services -- Major issues and practical proposals -- Summary and topics for future research

There is a concept known as the information technology paradox – where many senior managers in organisations recognise the worth of an effective information technology (IT) function but few truly understand its potential role and contribution in enhancing business value. Many reasons account for this paradox, which some have described as a "gap" or a poor relationship between the IT function and the rest of the organisation. The prevailing view is that it is not so much a question of technology content as technology context and process that provide the source to this gap. This paper focuses on the nature of this relationship and develops the concept of marketing the information systems/services (IS) function to its internal customers – internal marketing. Fundamentally, the same principles which are used to market solutions to the organisation's external customers can be employed to better segment, target and position the IS solutions to the internal customer base and these issues are explored.

Cover -- Half Title -- Series -- Title -- Copyright -- Contents -- List of Figures -- List of Tables -- List of Boxes -- Acknowledgments -- Acronym -- Preface -- 1 Introduction -- Introduction -- Internal Marketing -- Definition of Internal Marketing -- Evolution of Internal Marketing -- Concept of Internal Marketing -- Aim of Internal Marketing -- Objectives of Internal Marketing -- Internal Customers -- Internal Customer Service -- Categorization of Internal Customers -- Internal Marketing and Human Resource Management -- Process of Human Resource Stages -- Conclusion -- 2 Thoughts on Internal Marketing -- Introduction -- Thoughts of Internal Marketing -- Principles of Internal Marketing -- Conclusion -- 3 Internal Marketing Dimensions -- Introduction -- Studies on Internal Marketing Dimensions -- Internal Marketing Dimensions -- Dimension of Internal Marketing Related to Human Resources -- Studies on Internal Marketing Dimensions -- Conclusion -- 4 Significance of Internal Marketing in the 21st Century -- Introduction -- Significance of Internal Marketing -- Case Studies on Internal Marketing -- Internal Service Quality Study (Case Study of Hotel Soaltee Crowne Plaza (SCP), one of the 5-Star Deluxe Hotels in Nepal) -- Case Study on Employee Empowerment in HDFC Bank -- Inside-Out Approach -- Implementing Brand Voice -- Meaning of Brand Voice -- Conclusion -- 5 Implementation Strategy -- Introduction -- Meaning of Internal Marketing Process -- Internal Marketing Implementation -- Phases of Internal Marketing Implementation -- Process of Internal Marketing by Dr. K.S. Jaiswal et al. -- Case Studies on Internal Marketing Implementation -- Building and Sustaining Strong Corporate Brand Through Internal Marketing: Case Study of UNISON, Britain's Biggest Trade Union -- Conclusion -- 6 Models of Internal Marketing -- Introduction.

This book explains various key concepts of internal marketing and its relation to human resource management, commitment, service quality, market orientation, etc. Various human resource models are insufficient to define internal marketing. Therefore there is a need to focus on the models and key concepts of human resource management and internal marketing and in what way they contribute to organizational success. It involves motivation, internal market research, internal communication, internal segmentation, employee retention, inter-functional coordination, and internal branding. The current need for human resource management is to link human resource management and marketing practices which are called internal marketing. Internal marketing plays an eminent role in organizational success. This book helps students, practitioners, start-ups, and educationists. This is a research monograph that will assist an organization to decide the future of human resource management as well as organizational development. This book is for marketing as well as human resource discipline, as internal marketing is the integration of marketing and human resource management. Due to new technology, globalization, and liberalization market need and demand are also changing, thus it is necessary to understand new trends in the application of human resources. Therefore, it is necessary to motivate and satisfy internal customers and make them market and skill-oriented.

"This book explains various key concepts of internal marketing and its relation to human resource management, commitment, service quality, market orientation, etc. Various human resource models are insufficient to define internal marketing. Therefore there is a need to focus on the models and key concepts of human resource management and internal marketing and in what way they contribute to organizational success. It involves motivation, internal market research, internal communication, internal segmentation, employee retention, inter-functional coordination, and internal branding. The current need for human resource management is to link human resource management and marketing practices which are called internal marketing. Internal marketing plays an eminent role in organizational success. This book helps students, practitioners, start-ups, and educationists. This is a research monograph that will assist an organization to decide the future of human resource management as well as organizational development. This book is for marketing as well as human resource discipline. As internal marketing is the integration of marketing and human resource management. Due to new technology, globalization, and liberalization market need and demand are also changing, thus it is necessary to understand new trends in the application of human resources. Therefore, it is necessary to motivate and satisfy internal customers and make them market and skill-oriented"--

Industrial marketing is generally viewed from the vantage point of
firms marketing to other firms. Yet organizations devote extensive
resources to situations where managers market their capabilities to
other units within the same firm. Presents a case study of industrial
health and safety to emphasize internal marketing concepts that managers
and staff professionals should use to strengthen their internal
contribution to company objectives. The case has implications for
managers who deal with internal marketing problems of many in‐house
services such as information systems, market research, data processing,
education and training and other functions. Staff unit managers in a
range of disciplines who want to serve internal publics better can
effectively market their services internally by understanding and
responding to internal decision processes and expectations. Moreover,
internal customers will receive higher quality services if these staff
functions focus their capabilities on meeting or exceeding management
expectations.