Knowledge enhancement in the change process : social marketing and attitude change leading to improved environmental behaviour
Binney, Wayne, Hall, John and Oppenheim, Peter 2005, Knowledge enhancement in the change process : social marketing and attitude change leading to improved environmental behaviour, International journal of knowledge culture and change management, vol. 3, pp. 193-206.
International journal of knowledge culture and change management
Common Ground Publishing
Place of publication
The complexity of relationships between social change and natural resource management has generated interest in the identification of indicators that might provide more streamlined means of monitoring and planning control programmes. This case study highlights the marketing paradigms of benchmarking and social marketing in a not-for-profit governmental environment. Publicly funded programs that require individual and community participation need to be marketed with a view to optimising involvement and commitment of the various stakeholders. A mail survey with a representative sample of 608 respondents was conducted to evaluate the effectiveness of a social marketing program. This study highlights the use of social marketing in a program to overcome an environmental issue by a governmental agency. Changing attitudes and beliefs takes time and often the target audience may not even know they have a problem that needs fixing. This process influences the focus of the social marketing effort which might be organised into three phases: • Raise awareness and knowledge. •Change attitudes. • Encourage action. The research conducted in this study illustrates how the various stages in the social marketing process were achieved through knowledge enhancement in an environmental management case study.
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Field of Research
150399 Business and Management not elsewhere classified
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