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Internal demarketing in the U.K. Civil Service since the 2007–2009 financial crisis
Author(s) -
Brown David M.,
Dey Bidit Lal,
Wäppling Anders,
WoodruffeBurton Helen
Publication year - 2019
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.2290
Subject(s) - financial crisis , workforce , service (business) , business , internal marketing , civil service , marketing , management , public relations , economics , political science , law , public service , macroeconomics
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.