Internal market orientation in Indian banking: an empirical analysis

Purpose This paper aims to examine the level of internal market orientation (IMO) in Indian banking as seen from the perspective of internal customers and suppliers, particularly with regard to the three components of market orientation: intelligence generation, intelligence dissemination, and responsiveness. Design/methodology/approach The study is based on primary research conducted with data gathered from 611 internal customers and 37 internal suppliers of an Indian private sector bank. Findings The results indicate that all the three components of market orientation mentioned above determine the IMO level. Furthermore, the continuous emphasis on IMO by internal suppliers results in organizational commitment and job satisfaction among internal customers. Research limitations/implications The study is limited to the three main dimensions of IMO: intelligence generation, intelligence dissemination, and responsiveness. Practical implications In order to ensure increased satisfaction of internal customers, internal suppliers have to give due cognizance to the three aspects of IMO as these influence the internal customers' commitment, loyalty and hence their retention. Originality/value The research findings should prove to be of immense help to bankers, academicians and policymakers. Bankers will be benefited to the extent of ensuring zero internal customer defection through the implementation of effective intelligence generation, intelligence dissemination and responsiveness to internal market needs. Policymakers can devote their energies and resources towards identifying the constraints that lead to lower internal customer satisfaction and accordingly formulate policies aimed at maximizing their satisfaction level, thereby enhancing both market and financial performance of an organization.