The role of motivation in change management : an exploration of the not-for-profit context

While previous studies have highlighted the importance of knowledge enhancement in the social change process the motivation of key stakeholders has also been identified as playing a pivotal role. To gain a deeper understanding of this process a conceptual model, was operationalised to explore the mechanism where by knowledge enhancement might lead to behavioural change. In this paper we discuss the application of the social marketing framework MOA (motivation, opportunity and ability) with a particular focus on the motivation component of the model. Motivation is considered from the perspectives of intrinsic and extrinsic motivation. Although the degree or level of motivation has previously been used in the operationalisation of the construct for motivation, a deeper understanding of this construct is developed for an environmental program as an increasing number of environmental programs claim to have adopted a social marketing approach. The key objectives which are explored in this paper involve the development of MOA constructs, with a particular focus on Motivation, including Intrinsic and Extrinsic Motivation. An understanding of the factors that increase the likelihood of ineffective behaviour and the development of a model to understand the behaviour change process. Scales were developed to investigate the relationship between the MOA constructs, including intrinsic and extrinsic motivation, and the respondents control behaviour. Data were collected from a random sample of 566 respondents who were involved in a environmental land management program. Using ANOVA and MANOVA techniques, significant differences were found between compliant and non compliant stakeholders with regard to all MOA constructs. The paper concludes by discussing the implications of this study with particular reference to environmental programs have adopted the social marketing approach.<br>