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

David M Brown; Bidit Dey; Anders Wappling; Helen Woodruffe-Burton

doi:10.1002/jsc.2290

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

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

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7 Citations (Scopus)

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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 language	English
Pages (from-to)	355-368
Number of pages	14
Journal	Strategic Change
Volume	28
Issue number	5
Early online date	6 Sept 2019
DOIs	https://doi.org/10.1002/jsc.2290
Publication status	Published - Sept 2019

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This output contributes to the following UN Sustainable Development Goals (SDGs)

SDG 10 Reduced Inequalities

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10.1002/jsc.2290

Brown et al - Internal Demarketing in the UK Civil Service since the 2007-9 Financial Crisis AAMAccepted author manuscript, 249 KB

Cite this

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

Abstract

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