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Please use this identifier to cite or link to this item: http://bura.brunel.ac.uk/handle/2438/28230
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dc.contributor.authorBrown, DM-
dc.contributor.authorDey, BL-
dc.contributor.authorWäppling, A-
dc.contributor.authorWoodruffe-Burton, H-
dc.date.accessioned2024-02-06T18:08:02Z-
dc.date.available2024-02-06T18:08:02Z-
dc.date.issued2019-09-01-
dc.identifierORCID iD: Bidit Lal Dey https://orcid.org/0000-0002-0019-2124-
dc.identifier.citationBrown, D.M. et al. (2019) 'Internal demarketing in the U.K. Civil Service since the 2007–2009 financial crisis', Strategic Change, 28 (5), pp. 355 - 368. doi: 10.1002/jsc.2290.en_US
dc.identifier.issn1099-1697-
dc.identifier.urihttps://bura.brunel.ac.uk/handle/2438/28230-
dc.descriptionJEL classification codes: J21, J23, J45, J53, M54.-
dc.description.abstractIn 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.en_US
dc.format.extent355 - 368-
dc.format.mediumPrint-Electronic-
dc.language.isoen_USen_US
dc.publisherWileyen_US
dc.rightsCopyright © 2019 Wiley. This is the peer reviewed version of the following article: Brow,n D.M., Dey, B.L., Wäppling, A. and Woodruffe-Burton, H. (2019) 'Internal demarketing in the U.K. Civil Service since the 2007–2009 financial crisis', Strategic Change, 28, pp. 355–368., which has been published in final form at https://doi.org/10.1002/jsc.2290. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions (see: https://authorservices.wiley.com/author-resources/Journal-Authors/licensing/self-archiving.html).-
dc.rights.urihttps://authorservices.wiley.com/author-resources/Journal-Authors/licensing/self-archiving.html-
dc.titleInternal demarketing in the U.K. Civil Service since the 2007–2009 financial crisisen_US
dc.typeArticleen_US
dc.identifier.doihttps://doi.org/10.1002/jsc.2290-
dc.relation.isPartOfStrategic Change-
pubs.issue5-
pubs.publication-statusPublished-
pubs.volume28-
dc.identifier.eissn1099-1697-
dc.rights.holderWiley-
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FullText.pdfCopyright © 2019 Wiley. This is the peer reviewed version of the following article: Brow,n D.M., Dey, B.L., Wäppling, A. and Woodruffe-Burton, H. (2019) 'Internal demarketing in the U.K. Civil Service since the 2007–2009 financial crisis', Strategic Change, 28, pp. 355–368., which has been published in final form at https://doi.org/10.1002/jsc.2290. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions (see: https://authorservices.wiley.com/author-resources/Journal-Authors/licensing/self-archiving.html).262.58 kBAdobe PDFView/Open
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