Towards a reflexive turn: social marketing assemblages

Gordon, Ross; Gurrieri, Lauren

doi:10.1108/jsocm-02-2014-0015

Cited by 71 publications

(124 citation statements)

References 70 publications

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“…This study supports the recent calls (Brennan and Binney, 2008;Gordon and Gurrieri, 2014) for greater integration of 'stakeholder reflexivity' in social marketing in order to develop sensible and context sensitive programmes. The development of social marketing programmes is shaped by social structural processes that often reflect power imbalances and domination by one group or knowledge form over another (Adams et al, 2009).…”

supporting

confidence: 74%

“…The study extends previous work focused on co-creation (Domegan et al, 2013;RussellBennett, Previte and Zainuddin, 2009) (Gordon and Gurrieri, 2014). The study emphasises the need, acknowledged elsewhere (Dibb and Carrigan, 2013;McLeroy et al, 2003), for developing integrated inter-agency solutions in order to address the fragmented application of social marketing.…”

supporting

confidence: 67%

“…In this study, we respond to calls to build understanding of collaboration of multiple community actors in social marketing interventions (Dibb, 2014;Domegan et al, 2013;Gordon, 2013;Gordon and Gurrieri, 2014;Lefebvre, 2012). Recent scholarship has started to explore such collaborations as a value creation process and has applied service concepts to interrogate the active role of the 'consumer' in social marketing (Russell-Bennet, Previte and Zainuddin, 2009;Zainuddin, Previte and Russell-Bennett, 2011;Zainuddin, Russell-Bennett 9 and Zainuddin, 2013).…”

Section: Midstream Social Marketingmentioning

confidence: 99%

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Midstream value creation in social marketing

Luca

Hibbert

McDonald

2016

Journal of Marketing Management

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The purpose of this study is to develop improved understanding of how value is created at the midstream (meso) level in a collaborative smokefree homes and cars social marketing programme. The study adopts a qualitative approach including interviews and observation.The findings show that the co-creative organisational model adopted for the Smokefree programme affords access to resources and capabilities of midstream actors and provides opportunities for reshaping and mobilising existing value networks. The focal organisation has a key role in coordinating, connecting actors and providing resources to facilitate value co-creation at the network level. The study illustrates that the service interaction allowed for customer centred cues for action which took into account their context and the existence/lack of resources for value creation. The implications of this study are discussed, in particular in terms of the role of focal organisations in managing value networks, the social context, configurational fit and resources of actors involved in community based social marketing and the need for policies and practices to provide health professionals with role support for health promotion.

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supporting

confidence: 74%

supporting

confidence: 67%

Section: Midstream Social Marketingmentioning

confidence: 99%

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Midstream value creation in social marketing

Luca

Hibbert

McDonald

2016

Journal of Marketing Management

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“…We need to consider the social constructive perspective that captures the process of realizing the social change through the integration of individual activities (Dibb 2014;Kennedy 2016). For example, actor network theory should be an effective approach to understand how and why social good is realized (Gordon and Gurrieri 2014) under neoliberal governmentality.…”

Section: Critical Thinking About Social Marketingmentioning

confidence: 99%

From Social Marketing to Societal Perversion: History of Hometown Tax in Japan

Hidaka¹,

Mizukoshi²

2018

MGDR

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This paper considers social marketing from a critical perspective. The paper traces the history of the donation system named 'hometown tax' that the Japanese government introduced to promote local revitalization of relatively marginal communities. Owing to the lavish reciprocal gifts to "donors" by the administrators of these communities, the system resulted in a quasi-market that allowed donors to avoid paying taxes and to receive special benefits. Our analysis reveals the divergence of the intents and effects of this social marketing intervention. The findings indicate that during social marketing attempts to carry out effective and well-intentioned interventions, which social marketing research has always advocated, societal perversions may occur sometimes. This is owing to the neoliberal governmentality, which is behind such interventions, and which causes unintended actions and consequences that distract from the ideal social good, even when interventions are formulated and launched with laudable intentions. This paper indicates the critical issues that social marketing should address and provides a reflective viewpoint on social marketing. It points to pitfalls and problems in effective interventions for individual behavioral change and social change.

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“…Marketing and social marketing also suffer from misconceptions. Marketing has a reputation in popular culture and scholarly writing of being manipulative (Pereira Heath & Chatzidakis, 2012;Sher, 2011), and social marketing is sometimes claimed as lacking engagement through reflexive practice (Gordon & Gurrieri, 2014). It is therefore important for social marketers to overcome these ideas by striving to be more inclusive, and acting with greater transparency to bring them closer to their target groups.…”

Section: Justification For This Studymentioning

confidence: 99%

How Australian social enterprises use strategic marketing and social marketing to drive accountability and change for sustainable development

Herbst¹

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Globalisation, population growth and climate change are ushering in rising societal concerns. In response, new approaches need to continue being fostered in research, production and marketing to address sustainability. Initiatives by a cross-section of businesses, government and community working in partnerships seem to offer the best chance to catalyse societal transformation.Against this backdrop, social enterprises are an incubator for implementing activities within society to produce commercial and social value. They have social, economic and often environmental imperatives embedded in their core objectives. These organisations are historically characterised by entrepreneurship, innovation and the willingness to take risks to create and exploit marketplace opportunities. They undertake projects in the face of constraints imposed by limited resources while serving numerous constituents. However, there is a dearth of empirical research on their strategic marketing and social marketing activities in conjunction with their accountability for social impacts.A multiple case study protocol was therefore employed to examine how strategic marketing, social marketing and accountability were applied as mechanisms across diverse Australian social enterprises to achieve sustainable missions. Findings showed the organisations' marketing functions go beyond traditional approaches to ensure viable income streams. They catered to broader target audiences by offering two-tiered price schemes, developing products in concert with customers, promoting a sustainable place, and engaging in two-way communication to influence policy. Deep collaboration between social enterprises and stakeholders included joining forces with competitors to enhance resources and capabilities.Results on social marketing reflected tailored community-based interventions brought a range of environmental benefits, taught skills for employment, and provided a voice for marginalised members of communities who might not otherwise have an outlet. Successful outcomes led to iv replication of unique business models in some cases. Notably, collaboration and competition with target audiences occurred both vertically and horizontally in marketing channels. These findings extend theory on coopetition in the third sector, highlighting the value of using a systems framework, the social ecological model, underpinned by co-creation of social value. The research contributes empirical evidence to an important but under-researched area within strategic marketing management on interorganisational relations.Data from social enterprises that carried out comprehensive forms of reporting also provided insights to the emerging area of integrated reporting for conveying a more meaningful approach than standalone social audits issued to constituents apart from financial reports. Findings demonstrated that smaller organisations have the ability to issue a clear, cohesive account of their triple bottom line. This study thus adds practical contributions of cases using integra...

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Towards a reflexive turn: social marketing assemblages

Cited by 71 publications

References 70 publications

Midstream value creation in social marketing

Midstream value creation in social marketing

From Social Marketing to Societal Perversion: History of Hometown Tax in Japan

How Australian social enterprises use strategic marketing and social marketing to drive accountability and change for sustainable development

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