Christina Arfara

The study investigates the impact of internal marketing philosophy on implementing strategic goals to leverage an innovative internal marketing concept for business growth. In the context of firms’ strategic orientation, the organization’s development, market position, and practices used to promote the desired organizational behavior are being examined. The paper focuses on large companies in Greece, which belong to the retail, manufacturing, and healthcare sectors. Moreover, these companies have been certified by “Great place to work.” A qualitative method via Nvivo software was used. Data were collected from 10 semi-structured interviews. Participants are executives with significant working experience and different managerial positions. The findings document the impact of the internal marketing concept on company development through policies concerning strengthening the organization’s presence and recruiting qualified employees. Moreover, the influence of the internal marketing concept on an organization’s market position with regard to a positive working environment and management style is highlighted. Finally, team environment emerges as a dominant trait in the organizational context, while values such as honesty, integrity, and reliability appear as critical features of the desired behavior. The study provides an updated managerial perspective by establishing a link between the theory of internal marketing and business process mapping. The results enable executives to focus on elements that better serve the implementation of strategic goals.

Acknowledgment
This study has been funded by the University of West Attica / Special Account for Research Grants.

The purpose of this study is to explore how internal marketing practices affect the commitment of organizations’ “green” intellectual capital. It examines the relationship between internal marketing practices and the commitment to its “green” intellectual capital’s components: human, relational, and structural. Moreover, it investigates to what extent internal marketing practices are applied to strategic, operational, and implementation levels, affecting “green” intellectual capital commitment. A 27-item questionnaire was used to collect quantitative data. Six hundred nine employees from large companies operating in various business sectors in Greece participated in a survey from July to November 2020. The findings documented a strong impact of internal marketing practices (90.5%) on the commitment to “green” intellectual capital. Internal marketing practices applied at operational levels have the most substantial effect on the commitment of “green” intellectual capital (t = 17.387), while practices at implementation levels are not significant (t = 3.668). The results also indicated that internal marketing practices applied at strategic levels significantly influence the commitment to “green” intellectual capital (t = 15.747). Finally, the study discusses the theoretical and managerial contributions.

Acknowledgment
This study has been funded by the University of West Attica / Special Account for Research Grants.

Type of the article: Research Article

This paper explores the extent to which adaptability and resilience affect dimensions of entrepreneurial orientation in a sample of 239 Greek startups operating in various sectors registered in Elevate Greece. Α quantitative research design was applied to collect data from November 2024 to May 2025, using a structured 18-item questionnaire developed from existing measurement scales of entrepreneurial orientation and measured on a 5-point Likert scale. Descriptive statistics, chi-square independence tests, hypothesis testing, and multiple regression analyses were applied to examine the relationships between adaptability, resilience-related factors, and dimensions of entrepreneurial orientation. Statistical analysis documents a strong association between entrepreneurial orientation and both adaptability and resilience, as all hypotheses are strongly supported (p < .001). In addition, the findings indicate that adaptability-related factors significantly predict proactiveness (p < .001), while two of the three resilience-related factors (allocation of research and development resources and strategic alliances) appear to have a strong positive effect on innovativeness (p < .001). Autonomy demonstrates partial strong associations with both constructs, through one adaptability factor (organizational structure) and one resilience factor (employees’ connection to work). Finally, resilience-related factors have less predictive effect on risk-taking. Overall, the results indicate that the adaptability and resilience of Greek startups require a combination of internal and external capabilities.

Acknowledgment
This study has been funded by the Democritus University of Thrace.