Internal Demarketing in the U.K. Civil Service since the 2007-2009 Financial Crisis

David M Brown, Bidit Lal Dey, Anders Wappling, Helen Woodruffe-Burton

Research output: Contribution to journalArticlepeer-review

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
JournalStrategic Change
Volume28
Issue number5
Early online date6 Sep 2019
DOIs
Publication statusPublished - Sep 2019

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