Internal marketing activities in creating employee engagement in B2B marketing: The moderating role of cultural differences based on a comparative analysis of Polish and US markets

Research background: Employee engagement as a significant driver of business performance has become a hot topic in recent years. This manuscript explores the influence of internal marketing on employee engagement in B2B sectors, emphasizing the moderating role of cultural differences. Purpose of the article: This study aims to dissect the impact of internal marketing tools on employee engagement within varying cultural contexts, particularly between Central European and North American settings. Methods: Employing a quantitative methodology, the study gathers data from 1.000 employees across Poland and the U.S. to examine the relationship between internal marketing and employee engagement. The analysis focuses on four internal marketing drivers — employee development, rewards and motivation, management style, and internal relations, and four engagement dimensions — behavioral, affective, continuance, and normative. Structural equation modeling (SEM) is applied in the research. Findings & value added: The results confirm that internal marketing drivers impact employee engagement, with cultural differences moderating the effects of normative and continuance engagement. The study finds no substantial differences in the impact of internal marketing on employee engagement between the two cultural contexts, suggesting the universal applicability of internal marketing strategies across these regions. The manuscript provides insights into the intersection of internal marketing and employee engagement in the B2B domain, focusing on the interplay between cultural factors. This research enriches the academic dialogue on internal marketing's strategic role in enhancing employee engagement, offering a comparative perspective on its effectiveness across cultural landscapes.