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  • Social change design: disrupting the benchmark template

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    FryPUB4435.pdf (275.4Kb)
    Author(s)
    Fry, Marie-Louise
    Previte, Josephine
    Brennan, Linda
    Griffith University Author(s)
    Fry, Marie-Louise
    Year published
    2017
    Metadata
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    Abstract
    Purpose: This paper aims to propose a new ecological systems-driven framework, underpinned by a relational marketplace lens, for social marketing practitioners to consider when planning and designing programs. The authors contend that behavioural change does not occur in a vacuum and, as such, point to an ecology in which the individual is but one participant in a broader scope of social change activities. Design/methodology/approach: The paper is conceptual and presents the Indicators for Social Change Framework. Findings: The Indicators for Social Change Framework puts forward a series of “must-have” indicators to ...
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    Purpose: This paper aims to propose a new ecological systems-driven framework, underpinned by a relational marketplace lens, for social marketing practitioners to consider when planning and designing programs. The authors contend that behavioural change does not occur in a vacuum and, as such, point to an ecology in which the individual is but one participant in a broader scope of social change activities. Design/methodology/approach: The paper is conceptual and presents the Indicators for Social Change Framework. Findings: The Indicators for Social Change Framework puts forward a series of “must-have” indicators to consider when designing and planning social marketing programmes. Across identified indicators, the Framework delineates types of marketing actions to consider when planning for individual-oriented change and those required for wider systems-oriented change. Originality/value: This paper contributes to the broadening and deepening of the social marketing argument that reliance on individual behaviour change perspectives is not sufficient to resolve complex social problems that are inherently influenced by wider social forces. In transforming social change design, this paper transitions towards a logic view of social marketing that encourages and supports social change planners to be inclusive of interactions, processes and outcomes of value creation across the wider social marketing system.
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    Journal Title
    Journal of Social Marketing
    Volume
    7
    Issue
    2
    DOI
    https://doi.org/10.1108/JSOCM-10-2016-0064
    Copyright Statement
    © 2017 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
    Subject
    Marketing not elsewhere classified
    Marketing
    Sociology
    Publication URI
    http://hdl.handle.net/10072/341577
    Collection
    • Journal articles

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