The establishment of the Goods/Services Procurement Unit (UKPBJ) is part of the program to increase the Procurement of Goods/Services as an indicator of an efficient and corruption-free Government procurement system. The changes are expected to be implemented in the form of a permanent and structural organization based on the Capability Maturity Model (CMM) theory. The purpose of this study is to build a conceptual model of change management to increase the UKPBJ Maturity Level. This research uses a combination research method approach (mixed methods research) and the analysis of the data used in this study is Logical Framework Analysis (LFA). To manage organizational change, a recommended conceptual model of organizational change is needed, namely the Strategic Model Change Management. Where external and internal influences of the organization are input into changes driven by leadership, culture, and human resources factors. Through the UKPBJ Strategic Model Change Management, change strategies can be managed to increase UKPBJ maturity. Variables that influence the success of UKPBJ organizational maturity include organizational variables, human resources, business processes and information systems. Keywords: public sector, change management, logical framework analysis (LFA), organizational improvement, good government
Purpose This paper aims to develop and present a new planning framework of social marketing, known as consumer research, segmentation, design of the social programme, implementation, evaluation and sustainability (CSD-IES).
Design/methodology/approach The proposed framework is based on recent theoretical developments in social marketing and is informed by the key strengths of existing social marketing planning approaches.
Findings The CSD-IES planning framework incorporates emerging principles of social marketing. For example, sustainability in changed behaviour, ethical considerations in designing social marketing programmes, the need for continuous research to understand the changing needs of the priority audience during the programme and the need for explicit feedback mechanisms.
Research limitations/implications The CSD-IES framework is a dynamic and flexible framework that guides social marketers, other practitioners and researchers to develop, implement and evaluate effective and sustainable social marketing programmes to influence or change specific behaviours based on available resources.
Originality/value This paper makes an important contribution to social marketing theory and practice by integrating elements of behaviour maintenance, consideration of ethical perspectives and continuous feedback mechanisms in developing the CSD-IES framework, bringing it in line with the global consensus definition of social marketing.
Background: This paper addresses the key factors that cause social marketing programs (typically consisting of discrete programs or interventions, but also including broader-scale initiatives) to fail. It argues that understanding these failures offers greater insight to researchers and practitioners than publications solely focused on successes. Focus: Our paper discusses the causes of the failure of social marketing programs, an area that has largely been ignored in extant research. Research Question: What causes social marketing programs to fail? Importance: As the majority of practitioner-oriented social marketing research focuses on how to develop a successful program, we identify a tendency to ignore failed programs. We suggest that both researchers and practitioners can arguably learn more useful lessons from failures rather than successes. Thus, this paper contributes to social marketing literature by exploring the key causes of social marketing failures. Methods: We conducted ten semi-structured interviews with social marketing practitioners recruited using a purposive sampling technique. Results: We identify four elements responsible for the failure of social marketing programs, each centered on the planning and implementation stage. Firstly, formative research at the earliest stages of program planning is often neglected, resulting in a limited understanding of the target audience. Relatedly, extant research is frequently overlooked during this early planning stage, and this failure to use available social marketing theory and frameworks can result in program performing poorly. Thirdly, for a program to be successful, it must be congruent with the goals of the wider environment and infrastructure within which it is situated; adopting too narrow a focus can also result in a limited impact or program failure. Lastly, we found a common issue relating of stakeholder mismanagement, specifically around issues of power imbalance and mismanaged expectations resulting in social marketing program failing to launch. Researchers and practitioners must acknowledge that social marketing programs do indeed fail but recognize that in these failings lies insight into how to enhance future practice. Recommendations: We suggest that more attention is required from social marketing practitioners during the early design stage into understanding the target audience in detail. We suggest drawing upon extant social marketing frameworks and research to inform the planning and development of social marketing programs. We demonstrate how implementing these changes in the earliest stages of program designs would reduce the chance of program failure. Further, we suggest that adopting a more systems-level approach or critical approach would additionally benefit program outcomes. Limitations: A relatively small sample size could be considered a limitation of the study. Similarly, our focus on practitioner insights may limit the scope of the findings. Future research could advance the current findings by incorporating the views of a broader range of stakeholders, including the target audience themselves. We also suggest future research consider integrating the analysis of failure into the social marketing process to encourage practitioner reflection and inform and improve future practice.
BACKGROUND/AIMS—Landmines have long been used in conventional warfare. These are antipersonnel mines which continue to injure people long after a ceasefire without differentiating between friend or foe, soldier or civilian, women or children. This study focuses on Afghan non-combatants engaged in mine clearing operations in Afghanistan in the aftermath of the Russo-Afghan war. The patterns and types of injuries seen are described and experiences in their management, ways, and means to prevent them, and recommendations for the rehabilitation of the affected individuals are given. METHODS—It is a retrospective and analytical study of 84 patients aged 19-56 years who sustained mine blast injuries during mine clearing operations in Afghanistan from November 1992 to January 1996. The study was carried out at a military hospital with tertiary care facilities. The patients were divided into three groups on the basis of their injuries. Group 1 required only general surgical attention, group 2 sustained only ocular injuries, while group 3 had combined ocular and general injuries. Patients in groups 2 and 3 were treated in two phases. The first phase aimed at immediate restoration of the anatomy, while restoration of function wherever possible was done in subsequent surgical procedures in the second phase. RESULTS—It was observed that 51 out of 84 patients (60.7%) had sustained ocular trauma of a variable degree as a result of the blasts. The mean age of the victims was 29 years and they were all male. A total of 91 eyes of 51 patients (89.2%) had been damaged. Bilaterality of damage was seen in 40 (78.4%) patients. Most, 34 (37.3%), eyes became totally blind (NPL). Only a few escaped with injury mild enough not to impair vision. Foreign bodies, small and multiple, were found in the majority of eyes; most, however, were found in the anterior segment, and posterior segment injuries were proportionally less. CONCLUSIONS—The prevalence of blindness caused by mine blast injuries is quite high. The resulting psychosocial ...
This paper aims to identify factors that contribute to the success of current social marketing practices. These factors include setting clear behavior change objectives and segmentation that informs communication and messaging strategies. Other factors include rigorous research (consumer research, formative research, literature review), pre-testing of interventions, developing a partnership approach, using planning methodologies/theories, and monitoring and evaluation. These success factors could be used for policymakers, governments, agencies and social marketers delivering interventions focussed on healthy lives and well-being. The examples given in this study illustrate how these factors can be achieved, providing a focus for discussion and emulation.
This paper aims to identify factors that contribute to the success of current social marketing practices. These factors include setting clear behavior change objectives and segmentation that informs communication and messaging strategies. Other factors include rigorous research (consumer research, formative research, literature review), pre-testing of interventions, developing a partnership approach, using planning methodologies/theories, and monitoring and evaluation. These success factors could be used for policymakers, governments, agencies and social marketers delivering interventions focussed on healthy lives and well-being. The examples given in this study illustrate how these factors can be achieved, providing a focus for discussion and emulation. ; Output Status: Forthcoming/Available Online
AbstractThis paper contributes to emerging discourse about the ongoing challenges and opportunities of social marketing as a discipline. The paper presents a qualitative perspective on existing challenges faced by social marketing and offers suggestions for addressing these challenges. Nine semi-structured interviews with social marketing academics and practitioners from six different countries were conducted. Thematic analysis was used to analyse and interpret the qualitative data. The study provides insight into existing challenges for social marketing, classified into three key themes according to their position within or outside of the discipline: 1) poor branding of the discipline as an internal challenge, 2) competing disciplines as an external challenge, and 3) overall reach of the discipline, seen as both an internal and external challenge. The findings suggest that social marketing needs to overcome poor branding issues to sufficiently address external challenges. We conclude by arguing for a more robust marketing of the discipline. While scholars have identified the challenges and opportunities for social marketing as a discipline, they have paid little attention to examining these challenges from the viewpoint of expert practitioners and academics. This paper presents a nuanced contextual understanding of the identified challenges through a qualitative perspective and explores how social marketing can overcome these challenges.
