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Addressing complex social problems with a multi-environmental stakeholder coalition

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  • Walter Wymer

    (University of Lethbridge)

Abstract

Individuals exist within an environmental context that strongly influences their overall health and welfare. Environmental context refers to the context in which a person lives, works, and socializes. This paper presents a social marketing strategic planning model which begins by analyzing the micro, meso, and macro environments to identify causes or influences of a target social issue or problem. Contributors to the social problem are prioritized with respect to the degree to which they exert influence or causality. Next, stakeholders (those who have some interest in the social problem) are identified. Stakeholder perceptions and values are examined in order to develop an effective coalition of stakeholders who can work collaboratively at the various environmental levels to ameliorate the target social problem. As social marketing has evolved in order to develop more effective solutions to complex social problems, integrating a systems approach is useful to understand the dynamics influencing the social problem. Individuals are not targeted myopically but placed into an environmental context to understand and respond to influences on unhealthy behaviors and living conditions. Engaging a coalition of stakeholders who are motivated to alleviate the causes of the social problem must be skillfully managed by social marketers but offers promise in addressing complex social problems.

Suggested Citation

  • Walter Wymer, 2021. "Addressing complex social problems with a multi-environmental stakeholder coalition," International Review on Public and Nonprofit Marketing, Springer;International Association of Public and Non-Profit Marketing, vol. 18(3), pages 403-418, September.
    • Handle: RePEc:spr:irpnmk:v:18:y:2021:i:3:d:10.1007_s12208-021-00279-2
    DOI: 10.1007/s12208-021-00279-2
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    References listed on IDEAS

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    1. Grant Savage & Michele Bunn & Barbara Gray & Qian Xiao & Sijun Wang & Elizabeth Wilson & Eric Williams, 2010. "Stakeholder Collaboration: Implications for Stakeholder Theory and Practice," Journal of Business Ethics, Springer, vol. 96(1), pages 21-26, August.
    2. Shiwangi Singh & Sanjay Dhir, 2019. "Structured review using TCCM and bibliometric analysis of international cause-related marketing, social marketing, and innovation of the firm," International Review on Public and Nonprofit Marketing, Springer;International Association of Public and Non-Profit Marketing, vol. 16(2), pages 335-347, December.
    3. Wymer, Walter, 2010. "Rethinking the boundaries of social marketing: Activism or advertising?," Journal of Business Research, Elsevier, vol. 63(2), pages 99-103, February.
    4. Rodrigo Lozano, 2013. "Are Companies Planning their Organisational Changes for Corporate Sustainability? An Analysis of Three Case Studies on Resistance to Change and their Strategies to Overcome it," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 20(5), pages 275-295, September.
    5. Tatiana Levit & Magdalena Cismaru, 2020. "Marketing social marketing theory to practitioners," International Review on Public and Nonprofit Marketing, Springer;International Association of Public and Non-Profit Marketing, vol. 17(2), pages 237-252, June.
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    Cited by:

    1. Fernanda Rodrigues Siqueira & Carlos André Silva Müller & Fábio Rogério Morais, 2023. "Public marketing to face wicked problems: theoretical essay for conceptual model construction," International Review on Public and Nonprofit Marketing, Springer;International Association of Public and Non-Profit Marketing, vol. 20(2), pages 477-489, June.
    2. Luca Marrucci & Tiberio Daddi, 2022. "The contribution of the Eco‐Management and Audit Scheme to the environmental performance of manufacturing organisations," Business Strategy and the Environment, Wiley Blackwell, vol. 31(4), pages 1347-1357, May.

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