Unintended consequences in demarketing antisocial behaviour: project<i>Bernie</i>

Peattie, Kenneth John; Peattie, Susan; Newcombe, Robert G.

doi:10.1080/0267257x.2016.1244556

Cited by 28 publications

(24 citation statements)

References 65 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Existing theories of unintended consequences. Most research explaining unintended consequences (Mackay and Chia 2013;McKinley and Scherer 2000;Peattie et al 2016;Perri 2014) refers to the ideas introduced by Merton (1936Merton ( , 1968Merton ( , 1996, and later extended by Elias (1998). Both authors provide the bedrock for the theoretical developments of the unintended consequences of purposive action (de Zwart 2015; Mica et al 2011).…”

Section: Shared Assumptionsmentioning

confidence: 99%

Reviewing and Theorizing the Unintended Consequences of Performance Management Systems

Franco‐Santos

Otley

2018

Int J Management Reviews

166

121

View full text Add to dashboard Cite

Different design choices in the controls used to manage performance often lead to a range of unintended consequences, which have profound effects on individuals and organizations. This paper presents a mixed review (both systematic and eclectic) of the literature on the unintended consequences of performance management systems, and develops a typology to explain how and why they occur. It finds that the most salient unintended consequences of directive performance management systems are gaming, information manipulation, selective attention, illusion of control and relationships transformation. It argues that these consequences exist as a result of limiting factors such as ignorance, error, short‐term concerns, fundamental values, self‐fulfilling forecasts and changes in social relationships. The emerging typology‐based theory suggests that the choice of control mechanisms is based on two key assumptions concerning goal‐alignment and goal‐uncertainty that relate back to ideas in agency theory and stewardship theory. It concludes that, in the design of performance management systems, the more the ‘assumed’ reality about the state of goal‐alignment and goal‐uncertainty diverges from the ‘real’ state of affairs, the more the resultant system is likely to create perverse unintended consequences, leading to poor organizational outcomes.

show abstract

Section: Shared Assumptionsmentioning

confidence: 99%

Reviewing and Theorizing the Unintended Consequences of Performance Management Systems

Franco‐Santos

Otley

2018

Int J Management Reviews

166

121

View full text Add to dashboard Cite

show abstract

“…Congruent with institutional theory, social practice theory stresses that actors respond to events in their socializing structures; reflecting and reproducing regulative, moral, and cognitive boundaries, which in turn constrain and enable individual action (March and Olsen 2006). Examination of systems behavior through such a lens offers considerable potential for developing more effective interventions.For example, Peattie, Peattie, and Newcombe’s (2016) study of fire setting in Wales highlighted the importance of attending to wider community relationships as well as the anti-social behaviors of individuals. However, social practice theory has been criticized for being ‘impracticable’, posing both empirical and theoretical difficulties to researchers, in short, a practice-theory divide (Sahakian and White 2014; Spotswood et al 2017).…”

Section: Change In Complex Systemsmentioning

confidence: 99%

“…With respect to transition, both landscape events and niche innovations may challenge regime level incumbents. Conceptualizations of systems transition include the notion of a “tipping point,” (Gladwell 2000), or a causal threshold (Peattie, Peattie, and Newcombe 2016), reflected in Lewin’s (1947) classic three stage change model whereby systems unfreeze, change and then freeze again. At a tipping point, the cumulative impact of many similar or dissimilar activities by individuals or groups converge and challenge current system configuration in such a way that it unfreezes or unlocks, then re-locks in a new configuration.…”

Section: Change In Complex Systemsmentioning

confidence: 99%

“…Therefore, rather than focus on single points of leverage, systems-level interventions are required, congruent with macro-social marketing theory (Kennedy 2016; Kennedy and Parsons 2012; Truong 2014). Along these lines, more recent demarketing work locates undesired behaviors within wider community cultures (Peattie, Peattie, and Newcombe 2016). Taking demarketing beyond a simple demand reduction strategy, Peattie, Peattie, and Newcombe (2016) demonstrate the connectedness of elements in complex social systems, and hence the risk of unintended consequences.…”

Section: Change In Complex Systemsmentioning

confidence: 99%

See 1 more Smart Citation

Macro-demarketing: The Key to Unlocking Unsustainable Production and Consumption Systems?

Little

Lee

Nair³

2019

Journal of Macromarketing

View full text Add to dashboard Cite

Drawing on the multi-level perspective of socio-technical change and social practice theory, this paper argues that macrosocial marketing must attend to the challenge of aggregate demand reduction in order to support transition to more sustainable marketing systems. However, reversal of current production and consumption system trajectories is a prodigious challenge. To provide deeper insight into that challenge, an ethnographic case study of a failed plastic bag tax identified the mechanisms reinforcing unsustainable marketing systems. Despite widespread awareness and espoused support, the tax failed to meet policy goals. Embeddedness of plastic bags in two inseparable practices (waste management and household provisioning) gave rise to seven themes: Valuableness, skepticism, subversion, blame, juxtaposition, ubiquity and embeddedness, rights and responsibilities, highlighting the roles of habitus and dominant technological regimes, and the notion of markets as sites of conflict. Mapping the system mechanisms highlighted regulating loops locking in systems behaviors at macro (landscape), meso (regimes of technology and practice) and micro (individual consumer and firm) levels. Building on the idea of demarketing, a process of macrodemarketing is proposed as a multi-level challenge to systems unsustainability. A series of macrosocial marketing interventions is proposed, ranging from electoral and education policy, to incentives for closed loop supply chain innovations. Addressing the limitations of the voluntary individual choice perspective, the study contributes insight into sources of resistance and potential capitulation to systems interventions at multiple levels and among multiple stakeholders.

show abstract

“…The interventions by the governments do not promote social change unilaterally. Many of them do not function because of lack of understanding; are at times understood in unexpected ways; and may cause unintended consequences (Peattie, Peattie and Newcombe 2016). Truong (2016) indicates that the linkages -of interventions across macro-social marketing on a national level, upstream marketing on an institutional level, midstream marketing on a community level, and downstream marketing on an individual level -are important to generate social change.…”

Section: Social Marketing Research For Effective Interventionsmentioning

confidence: 99%

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

Hidaka¹,

Mizukoshi²

2018

MGDR

View full text Add to dashboard Cite

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.

show abstract

Unintended consequences in demarketing antisocial behaviour: projectBernie

Cited by 28 publications

References 65 publications

Reviewing and Theorizing the Unintended Consequences of Performance Management Systems

Reviewing and Theorizing the Unintended Consequences of Performance Management Systems

Macro-demarketing: The Key to Unlocking Unsustainable Production and Consumption Systems?

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

Contact Info

Product

Resources

About