Internal Marketing, Communication and Leadership

• Autor(a) principal: de Sousa, Jorge Remondes
• Data de Publicação: 2019
• Tipo de documento: Artigo
• Idioma: eng
• Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
• Texto Completo: http://u3isjournal.isvouga.pt/index.php/ijmcnm/article/view/477

Internal marketing, internal communication and leadership, despite being traditional themes of marketing management, have never been so current. Almost a decade ago, when I completed my PhD, I stated that “internal communication within the company is a central issue in the effectiveness of the organization” (Remondes, 2010), but several years later, top and middle managers are not well known. their employees do not even value them, which are ultimately not optimized. Ramos (2007) even says that the reputation of brands is also created from the opinion of internal customers, the employees. More recently, I wrote that “doing internal communication and marketing increasingly requires managers to take a multi-view, that is, empathy, attention to the details, admitting error, listening and managing the change which takes on increasingly digital contours” (Remondes, 2017). And it is the leaders who “represent the starting point for excellence, because it is part of the leadership to structure, adopt and execute excellence management practices” (Dias, Varela & Costa, 2013).These and other complementary themes are explored in Number 13 of the International Journal of Marketing, Communication and New Media (IJMCNM).