Kate Daellenbach and Joy Parkinson
The elaboration of framing in social movement theory offers a different perspective than is typically taken in social marketing. This paper explores how social marketing may…
Abstract
Purpose
The elaboration of framing in social movement theory offers a different perspective than is typically taken in social marketing. This paper explores how social marketing may benefit from this alternate lens.
Design/methodology/approach
The construction, features and processes associated with collective action frames in social movements are examined and explored via two social causes: obesity and disaster preparation.
Findings
A social movement perspective on framing highlights the need to better understand variations in how groups may perceive a problem and its solutions. It suggests a range of considerations and options in constructing and participating in the development of collective action frames, which are suggested to benefit social marketing initiatives and, thus, society.
Research limitations/implications
Further research in societal well-being and the meso-level of social change should consider adopting a social movement framing perspective. A list of questions is provided to guide future research.
Practical implications
Mobilising a group into action is often a necessary and effective step in realising social change. The questions raised in social movement framing will equip practitioners and researchers with greater understanding of the issue, the context and potential solutions, ultimately to encourage positive social movements and social benefit.
Originality/value
While calls have been made for broader perspectives in social marketing, little attention has been given to social movements. This paper offers a way forward with respect to framing.
Details
Keywords
Alena Soboleva, Suzan Burton, Kate Daellenbach and Debra Z. Basil
Twitter provides an ideal channel for a non-profit organisation (NPO) to add value to its corporate partners by providing the ability to send tweets to its own network of…
Abstract
Purpose
Twitter provides an ideal channel for a non-profit organisation (NPO) to add value to its corporate partners by providing the ability to send tweets to its own network of followers. This research aims to examine the extent to which one NPO used Twitter for this purpose and discuss the implications.
Design/methodology/approach
The research examined tweets sent by a large US-based charitable organisation, Toys for Tots (T4T), across two Christmas periods. All tweets that mentioned or retweeted T4T’s corporate partners were analysed.
Findings
The findings show surprisingly limited mentions of partners by T4T, with many never mentioned, and markedly fewer mentions of partners in the second period. Separate analysis of partner tweets retweeted by T4T revealed that none was modified to add value for T4T and/or for the partner, and many were unrelated to T4T, raising a risk of alienating T4T’s followers.
Research limitations/implications
Only one NPO was examined, and the study focused on Twitter, with limited analysis of T4T’s Facebook posts. However, the relatively low, decreasing and largely indirect promotion of partners in T4T’s tweets suggests a lack of strategic use of Twitter by T4T.
Practical implications
Coupled with other research, the results show the need for this and other NPOs to more effectively use Twitter to reinforce partnerships with corporate partners.
Originality/value
The results demonstrate the failure of a major US charity to use Twitter to add value for its corporate partners. Even in the unlikely event that this NPO is an isolated case, the results show the need for NPOs and their corporate partners to work together to provide reciprocal benefits.
Details
Keywords
Kate Daellenbach, Ciahn Dalgliesh-Waugh and Karen A. Smith
This study aims to better understand the micro–meso–macro perspective in social marketing, through the examination of a transformative, primarily meso-level initiative aimed at…
Abstract
Purpose
This study aims to better understand the micro–meso–macro perspective in social marketing, through the examination of a transformative, primarily meso-level initiative aimed at developing more resilient communities in the face of disaster.
Design/methodology/approach
Research was oriented around two cases of community resilience planning. Relevant documents were reviewed, and a series of semi-structured interviews with the manager and advisors in an emergency management office were conducted, followed by in-depth interviews with 15 individual community participants.
Findings
The findings suggest a multilevel (micro–meso–macro) model of social change, incorporating fluid and interactive movement between the levels. In the context examined, community leaders were initially motivated to be involved due to their role, sense of altruism and curiosity. Their motivation to continue was encouraged, as misconceptions around emergency response were addressed and the value of community connections was highlighted. As planning progressed, greater involvement and empowerment resulted.
Research limitations/implications
This study is limited in its focus on two communities, and the context of emergency preparation and response. However, it contributes insights into a leading initiative designed to help build community resilience and insights into a micro–meso–macro perspective of social change.
Practical implications
The study also suggests that social marketers, when implementing a meso-level initiative, will benefit from considering multiple levels, seeking the involvement and cooperation of meso-level leaders which will help facilitate downstream change.
Originality/value
Contributing to the discussion of the micro–meso–macro levels of social marketing, this research examines disaster preparation and response – a context not frequently examined in social marketing. Findings suggest that interactive, multi-level thinking, especially considering the individual implementers of meso-level change as a “target market”, will benefit social well-being initiatives.
Details
Keywords
Kate Daellenbach, Lena Zander and Peter Thirkell
– The purpose of this paper is to better understand the sensemaking strategies of managers involved in making decisions concerning arts sponsorship.
Abstract
Purpose
The purpose of this paper is to better understand the sensemaking strategies of managers involved in making decisions concerning arts sponsorship.
Design/methodology/approach
A qualitative, multiple case method is employed, using multiple informants in ten arts sponsorship decisions. Within and between case analyses were conducted and examined iteratively, along with literature to generate themes to guide future research.
Findings
This study finds art sponsorships may be seen as ambiguous, cueing sensemaking; the sensemaking strategies of senior managers involve response to pro-social cues while middle managers draw on commercial benefit cues; sensebreaking and sensegiving are part of the process; and the actors and their interpretations draw from cues in the organisational frames of reference which act as filters, giving meaning to the situations.
Research limitations/implications
This study presents a novel perspective on these decisions, focusing on the micro-level actions and interpretations of actors. It extends current understanding of sponsorship decision making, contributing to a perspective of managers responding to cues, interacting and making sense of their decisions.
Practical implications
For arts managers, this perspective provides understanding of how managers (potential sponsors) respond to multiple cues, interpret and rationalise arts sponsorships. For corporate managers, insights reveal differences in sensemaking between hierarchical levels, and the role of interaction, and organisational frames of reference.
Originality/value
This study is unique in its approach to understanding these decisions in terms of sensemaking, through the use of multiple informants and multiple case studies.
Details
Keywords
Kate Daellenbach, Rachael Kusel and Michel Rod
The purpose of this study is to examine the relationships between musician’s social network sites (SNS), the tie that fans may develop via these sites, and music acquisition, via…
Abstract
Purpose
The purpose of this study is to examine the relationships between musician’s social network sites (SNS), the tie that fans may develop via these sites, and music acquisition, via legal and illegal means.
Design/methodology/approach
A quantitative approach was taken, gathering 352 responses from young adults via an online survey.
Findings
Perceptions of interactivity and sincerity on musicians’ SNS are found to lead to stronger ties, enhancing the fan’s feeling of closeness to the musician, the fan’s inclination to spread positive word-of-mouth, and the time a fan spends on the site. Pathways are found between the fan activity, sense of closeness and time spent on the SNS. In terms of acquisition, the tie strength indicator of time spent on the SNS holds a positive relationship with purchase intent. While a sense of closeness holds a negative relationship to illegal downloading activity, the fan’s activity recommending the musician has a positive influence on illegal downloading.
Research limitations/implications
Limitations of this study include a limited amount of information on the musician and extent of fandom, suggesting future research to tease out the effects of SNS on fans with varying levels of existing commitment to musicians.
Practical implications
Stronger ties between fans and musicians may be developed via interactive and sincere SNS. Activities which encourage the fan to give recommendations and spread positive word-of-mouth are especially influential in driving purchase intent.
Originality/value
These results provide theoretical and practical implications in relation to how SNS may influence the online fan-celebrity “tie” and music acquisition – three elements which have not to date been examined.
Details
Keywords
Cynthia M. Webster, Richard Seymour and Kate Daellenbach
To thrive in today's competitive marketplace, businesses constantly need to search for opportunities to develop and be tuned into consumers as innovators. With this in mind, the…
Abstract
Purpose
To thrive in today's competitive marketplace, businesses constantly need to search for opportunities to develop and be tuned into consumers as innovators. With this in mind, the purpose of this paper is to further understandings of the ways in which consumers transform ordinary products to serve their everyday needs; and broaden appreciation of the role observational research plays in opportunity identification.
Design/methodology/approach
A hermeneutic approach to observational research is adopted, incorporating both subjective personal introspection (SPI) and videography to discover one family's unusual usage behaviours.
Findings
Analysis, following Holbrook's typology of consumer value, reveals examples of innovative behaviours for the four active consumer value types of efficiency, status, play and ethics, while identification of the reactive value types of aesthetics, esteem, excellence and spirituality proves more difficult.
Research limitations/implications
This research suggests alternative approaches for future research into opportunity identification, making use of videography and SPI. Moreover, the current work emphasises that innovation and the creative require consideration of the relational rather than just self‐seeking behaviours, needs or events.
Originality/value
This paper illustrates two research methods infrequently used, SPI and videography, positioning both as valuable tools for opportunity identification.
Details
Keywords
Frank Schlemmer and Brian Webb
This research aims at examining the role of the managing director in the development of dynamic capabilities at SMEs.
Abstract
Purpose
This research aims at examining the role of the managing director in the development of dynamic capabilities at SMEs.
Design/methodology/approach
The paper used a mixed‐methods approach and conducted case studies at 13 SMEs. The primary sources of data were semi‐structured interviews, which were supplemented by quantitative data from a postal survey and content analysis of the companies' websites.
Findings
The paper suggests that managing directors “enact” in the development of dynamic capabilities, if they believe that dynamic capabilities are a source of competitive advantage. If they do not appreciate the importance of dynamic capabilities they can get trapped in a vicious circle.
Research limitations/implications
This research focuses especially on small firms, and it is unlikely that the findings can be applied to large firms.
Practical implications
The key managerial implication is the threat of a vicious circle if the development of dynamic capabilities is neglected.
Originality/value
This paper draws the dynamic capabilities framework and the enactment concept together, suggesting that managerial decisions and behavior affect dynamic capabilities at an organizational level, which then drives firm performance.