Louise F. Pendry, Avril J. Mewse and Carole B. Burgoyne
The present research aims to investigate parental attitudes towards using either cloth or disposable nappies, to better understand whether and how pro‐cloth initiatives might…
Abstract
Purpose
The present research aims to investigate parental attitudes towards using either cloth or disposable nappies, to better understand whether and how pro‐cloth initiatives might impact parental decisions.
Design/methodology/approach
Focus groups were conducted with both cloth and disposable nappy users to gain a better understanding of the factors that underlie their choice. Interviews were analyzed using thematic analysis.
Findings
The paper finds that parents using disposable nappies believed they were marketed as offering a popular, efficient, healthy, good value system. They acknowledged the environmental impact but rationalised this by referring to the equivocal nature of these consequences, and the ability to off‐set this by engaging in other pro‐environment behaviours. Parents choosing cloth nappies did so initially because they were more environment‐friendly and cost‐effective and disposables were disliked. Once using cloth, parents noted additional benefits: performance, fashion, formation of bonds with other users, and getting a buzz out of using them. This reinforced their reasons for continued use.
Practical implications
Cloth nappies are unlikely to gain mass appeal, but findings suggest a bigger take up if parents are better informed, and subsidies are provided to reduce set‐up and laundering costs to tackle the “ease of use” barrier. The positive aspects of cloth nappies should be better promoted.
Social implications
Marketing initiatives need to buy into the current “designer parents” trend and play to the aspirational, fashionable aspects of cloth nappies.
Originality/value
This paper, the first to report on parental attitudes and decisions regarding both nappy types, could inform public policy and marketing decisions.
Details
Keywords
Carole Page, Marie Wilson, Denny Meyer and Kerr Inkson
Most research in managerial effectiveness, or competence, focuses upon personal attributes of the individual. This understates the impact of context, which can assist or hinder…
Abstract
Most research in managerial effectiveness, or competence, focuses upon personal attributes of the individual. This understates the impact of context, which can assist or hinder job performance. A national (New Zealand) survey assessed the impact of 16 environmental variables, four management development variables and two variables reflecting personal skills and abilities, on the ability to be effective as a manager. Analysis revealed eight factors explaining the majority of perceived management effectiveness. The results suggest that support in a variety of forms is a key influence on the ability to be effective as a manager, with particular emphasis on the role of supervisors and subordinates, as well as organisational culture. Organisational level and organisational size interacted with contextual factors. The overall results suggest that, like other employees, managers are more likely to see both their success and hindrances as a function of their environment.