The implementation of Internal Marketing in the multinational enterprises, in the perspective of the Romanian culture

Vezeanu, Stefan-Octavian

4. term

Economics and Business Administration (International Marketing), Master

2018

Intern markedsføring (IM) ser medarbejdere som “interne kunder”: Ved at støtte og engagere medarbejdere søger organisationer at forbedre oplevelsen for de eksterne kunder. Forskning viser, at IM ikke anvendes ens overalt. I Central- og Østeuropa (CEE), hvor en kommunistisk arv stadig præger institutioner og arbejdsvaner, kan national kultur påvirke, hvordan IM gennemføres. For at undersøge dette gennemgik jeg litteraturen om IM i CEE-regionen og formulerede flere forslag om tilpasning og implementering. Derefter gennemførte jeg et kvalitativt studie i Rumænien med semistrukturerede interviews og ikke-deltagende observation (at observere uden at deltage) for at se, hvordan rumænske mønstre stemmer overens med den bredere CEE-kontekst. Resultaterne viser, at multinationale virksomheder (MNE’er) i Rumænien kender til IM, men ikke implementerer den konsekvent eller effektivt. Problemer med intern kommunikation—et centralt element i IM—ligner de udfordringer, der rapporteres i hele regionen. I modsætning til nogle beretninger fra nabolande sender mange MNE’er udstationerede topledere til Rumænien fra lande med meget lignende kulturelle værdier. Endelig, selv om en kommunistisk fortid ofte forbindes med streng normfølgning, viser unge medarbejdere i disse virksomheder en åbenhed over for forandring. Samlet set fremhæver studiet, at national kultur og organisatoriske valg former, hvordan IM realiseres i Rumænien, og det bidrager til forståelsen af IM i CEE-regionen.

Internal marketing (IM) treats employees as “internal customers”: by supporting and engaging staff, organizations aim to improve the experience of external customers. Research shows that IM is not applied uniformly. In Central and Eastern Europe (CEE), where a communist legacy still influences institutions and work norms, national culture may shape how IM is put into practice. To explore this, I reviewed the literature on IM in the CEE region and developed several propositions about adaptation and implementation. I then conducted a qualitative study in Romania, using semi-structured interviews and non-participant observation (observing without taking part), to see how Romanian patterns align with the wider CEE context. Findings indicate that multinational enterprises (MNEs) in Romania are familiar with IM but do not implement it consistently or effectively. Problems with internal communication—an essential element of IM—mirror issues reported across the region. Contrary to some accounts from neighboring countries, many MNEs assign expatriate senior managers to Romania from countries with very similar cultural values. Finally, although a communist past is often linked with strict rule-following, young employees in these firms show openness to change. Overall, the study underscores how national culture and organizational choices shape IM in Romania and contributes to understanding IM in the CEE region.

[This abstract was generated with the help of AI]

internal marketing ; romania ; internal communication ; employee empowerment ; job satisfaction

Download
View record in AAU Student Projects