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Relationship marketing, relational capital and the future of marketing in public service organizations

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  • Kate Mclaughlin
  • Stephen P. Osborne
  • Celine Chew

Abstract

This article proposes an innovative model of marketing practice for public services. This is rooted in the paradigm of relationship marketing and emphasizes the need to build relational capital between and within organizations operating in the public services arena. It is argued that this is essential for the effective management of contemporary public services in the fragmented state.

Suggested Citation

  • Kate Mclaughlin & Stephen P. Osborne & Celine Chew, 2009. "Relationship marketing, relational capital and the future of marketing in public service organizations," Public Money & Management, Taylor & Francis Journals, vol. 29(1), pages 35-42, January.
    • Handle: RePEc:taf:pubmmg:v:29:y:2009:i:1:p:35-42
    DOI: 10.1080/09540960802617343
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    References listed on IDEAS

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    1. Roberta Capello, 2002. "Spatial and Sectoral Characteristics of Relational Capital in Innovation Activity," European Planning Studies, Taylor & Francis Journals, vol. 10(2), pages 177-200, March.
    2. Gillian H Wright & Andrew Taylor, 2005. "Strategic partnerships and relationship marketing in healthcare," Public Management Review, Taylor & Francis Journals, vol. 7(2), pages 203-224, June.
    3. Ranjay Gulati & Nitin Nohria & Akbar Zaheer, 2000. "Strategic networks," Strategic Management Journal, Wiley Blackwell, vol. 21(3), pages 203-215, March.
    4. Taco Brandsen & Victor Pestoff, 2006. "Co-production, the third sector and the delivery of public services," Public Management Review, Taylor & Francis Journals, vol. 8(4), pages 493-501, December.
    5. Anthony Kearsey & Richard J. Varey, 1998. "Manageralist Thinking on Marketing for Public Services," Public Money & Management, Taylor & Francis Journals, vol. 18(2), pages 51-60, April.
    6. Stephen P. Osborne & Kate McLaughlin, 2002. "Trends and Issues in the Implementation of Local ‘Voluntary Sector Compacts’ in England," Public Money & Management, Taylor & Francis Journals, vol. 22(1), pages 55-64, January.
    7. Gianni Lorenzoni & Andrea Lipparini, 1999. "The leveraging of interfirm relationships as a distinctive organizational capability: a longitudinal study," Strategic Management Journal, Wiley Blackwell, vol. 20(4), pages 317-338, April.
    8. Prashant Kale & Harbir Singh & Howard Perlmutter, 2000. "Learning and protection of proprietary assets in strategic alliances: building relational capital," Strategic Management Journal, Wiley Blackwell, vol. 21(3), pages 217-237, March.
    9. Wenpin Tsai, 2000. "Social capital, strategic relatedness and the formation of intraorganizational linkages," Strategic Management Journal, Wiley Blackwell, vol. 21(9), pages 925-939, September.
    10. John Vickers & George Yarrow, 1988. "Privatization: An Economic Analysis," MIT Press Books, The MIT Press, edition 1, volume 1, number 0262720116, April.
    11. Celine Chew, 2006. "Positioning and its strategic relevance," Public Management Review, Taylor & Francis Journals, vol. 8(2), pages 333-350, June.
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    Cited by:

    1. Stephen P. Osborne & Zoe Radnor & Isabel Vidal & Tony Kinder, 2014. "A Sustainable Business Model for Public Service Organizations?," Public Management Review, Taylor & Francis Journals, vol. 16(2), pages 165-172, February.

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