ABSTRACT
Introduction The main purpose of this paper is to develop a theoretical framework concerning the use of internal marketing (IM) as a vehicle for the successful implementation of quality management (qM). The ultimate goal in this context is to present IM as a technique for gaining the acceptance of the employees or departments that are critical to the successful implementation of qM programmes (Lewis, 1996). The argument presented in this article is based upon the view that the internal market consists of groups of workers and managers communicating and interacting with other groups of workers and managers within the organisation, and that the establishment and maintenance of effective and efficient relationships between these groups is the focus of internal marketing efforts.
