Farmers’ views on the institutional design of agri-environmental collectives: a case study in Brandenburg, Germany

The role of social capital in adoption of sustainable practices in Chile and Indonesia

In this article we show that associational relationships and social norms of villages in rural Tanzania are both capital and social. After outlining the various concepts of social capital we tell how and why we created data on social capital using a large-scale household survey in rural Tanzania that was designed to query households about their social connections and attitudes. By using the Social Capital and Poverty Survey (SCPS) and data from a different survey, which also had information on incomes, we show that a village’s social capital has an effect on the incomes of the households in that village, an effect that is empirically large, definitely social, and plausibly causal. Finally, we use the two data sets to examine a number of proximate channels through which social capital appears to operate.

Landscape-level conservation initiatives typically need to connect a diverse group of stakeholders to achieve conservation goals. This requires an understanding of the role that social capital plays in leveraging conservation actions across scales. We researched how conservation organizations use social capital to achieve their goals through a case study of the Bellbird Biological Corridor (CBPC) in Costa Rica. We conducted a social network analysis among local conservation and development organizations in the CBPC and combined this with stakeholder interviews to assess how the structure of the social network affects stakeholders’ abilities to scale conservation initiatives. Results reveal a highly centralized network around a particular sub-region of the CBPC and a relatively disconnected network throughout the rest of the corridor, with varying conservation concerns and initiatives throughout the region. We suggest that a strengthened network of geographically dispersed key stakeholders can help bridge local initiatives to the benefit of landscape connectivity.

Background:Most ethnic communities in Thailand were settled in remote areas with poor living conditions. Therefore, the “human-centered” concept was adopted to develop community health using the participation process.Objective:This research aimed to develop community health using the participation process at two Pgazkoenyau ethnic (Karen) communities whose environmental contexts were similar, in Tha Song Yang and Mae Ra Mard District, Tak Province.Methods:The multi-stage mixed methods design was applied for data collection. 24 participants were purposely recruited in the qualitative approach due to their responsibility as community health development operators. Qualitative data were collected using semi-structured interviews and analyzed using content analysis. In addition, quantitative data were gained through interview forms and laboratory test reports. Then they were analyzed using descriptive statistics, t-test to compare mean behavioral variables, and z-test to compare the proportion of two communicable diseases and blood chemical residues, with 95% confident interval.Results:The development process consisted of problem finding, data feedback and community stage, capacity building, operation, creative meeting, networking and social capitalizing. They could manage all activities following the community plan: identify helminthiasis and malaria cases, introduce cholinesterase test kits, improve community environmental health, improve healthy behaviors and build capacity for health promotion skills. Evaluated community activities showed increased scores concerning knowledge, attitudes and practices about disease prevention. The prevalence rate of helminths infection decreased significantly. The environmental context was also improved to enable the population’s healthy living conditions.Conclusion:Community development should be based on community resources and all available social and human capital for sustainable development.

How does social capital shape the response to environmental disturbances at the local level? Evidence from case studies in Mexico

1. IntroductionOne of the most important goals for brand owners is to develop brand loyalty in their customers. Loyal customers are regarded as a certain source of profitability for companies and given the environment of uncertainty, it brings a suitable margin of safety for them (Harris & Goode, 2004; Woodside & Walser, 2007). On the other hand, social marketing mix is a group of tools used to control and, if combined, that allow organizations to respond to the target market and audience (Kotler & Armstrong, 2000). This study aims to explore the relationship between social marketing mix and brand loyalty through a case study of Naein hand-woven carpet.2. Literature Review2.1. Concept of Social MarketingSocial marketing was proposed for the first time at the end of 1960's and beginning of 1970's (Saunders et al., 2015) when some researchers such as Kotler used the concepts of business marketing for an extensive range of social problems and concepts (Kotler & Levy, 1969; Kotler & Zaltman, 1971). The social marketing discipline is maturing fast. There are growing numbers of academic courses in social marketing around the world (Spotswood et al., 2012). It has been designed from the body of different kinds of knowledge such as psychology, sociology, anthropology, politics, and communicative theories along with scientific fields in advertising, public relations, and market research.Social marketing tries to create positive social changes and can be used to foster suitable products, creating a target audience, preventing unsuitable products and services, and finally enable promulgation of welfare (Serat, 2010). Indeed social marketing is the use of marketing techniques in social problems in order to create the motivation to perform an act or behavior in people that is helpful for them (Ricordeau et al., 2003). Generally, social marketing intends to achieve one of the following (Kotler et al., 2002):i. accepting the new behavior among the potential behaviors,ii. adjusting the current behavior, andiii. quitting the previous behavior.Also, the change of behavior is voluntary, which helps in understanding what people know, believe, and do by using a customer-orientation approach (Ghasemi & Bordbar, 2015).Social marketing has remained essentially an application of commercial marketing principles to a planned behavior change strategy (Lee & Kotler, 2011). Social marketing literature and texts emphasize both customer-centricity and also voluntary behavior change. However, in a situation where customer consultation and research indicate that direct regulation is both supported and the most effective approach, both are required (Maryon-Davis, 2010).Craig Lefebvre advanced three propositions that are useful in guiding our thinking about new ways to broaden the intellectual and disciplinary horizons of social marketing (Saunders et al., 2015). These are:i. All social marketing stakeholders have a part to play in the evolution of social marketing regardless of their educational background or career niche.ii. The theory and empirical basis for our work has become mired in old ways of thinking about marketing and social change and needs to be updated.iii. The practice of social marketing should both drive and reflect new marketing and social change ideas and the trans-disciplinary nature of our work (Lefebvre, 2012).2.2. Social Marketing MixAs previously noted, social marketing mix is a group of tools to control and, if combined, allow organizations to respond to the target market and audience (Kotler & Armstrong, 2000). Normally, use of social marketing mix is more complex than the business sector. The main problem refers to imperceptibility of a product that is offered to the customer.Other researchers have considered the existence of other factors in the marketing mix, among which the government, politics, and participation can be mentioned (Winrich, 1999). …

Conflict Management and Peacebuilding: Examining the Interface between Local and International Approaches

The elements of social capital in the context of six high schools

Post-disaster recovery processes should be considered as opportunities for development, by revitalizing the local economy and upgrading livelihoods and living conditions. Social capital, which is defined as a function of trust, social norms, participation, and network, can play an important role in recovery. This paper examines the role of social capital in the post earthquake rehabilitation and reconstruction programs in two cases: Kobe, Japan and Gujarat, India. The Kobe case study shows that the community with social capital and with a tradition of community activities can pro-actively participate in the reconstruction program, and thereby can make a successful and speedy recovery. A model for bonding, bridging and linking social capital was developed from the Kobe experience, and was applied to Gujarat in four different communities. It was observed that the community with social capital records the highest satisfaction rate for the new town planning and has the speediest recovery rate. The role of community leaders has been prominent in utilizing social capital in the recovery process, and facilitating collective decision-making. Thus, although the two case studies differ in socio-economic and cultural contexts, the communities’ social capital and leadership are found to be the most effective elements in both cases in enhancing collective actions and disaster recovery.

The microlevel concept of social capital has received significant attention in management and sociological research but has not yet been empirically associated with the development of organizational capabilities. The major purpose of this paper is to investigate the relationship of social capital with marketing and research and development (R&D) capability and to explore how the environmental context moderates the social capital–organizational capability link. It is suggested that top management's social capital provides a firm with important information and control benefits that facilitate effective access to the knowledge and resources necessary for building superior organizational capabilities. In addition, we identify the role of two important environmental factors influencing the social capital–organizational capability link: technological turbulence and competitive intensity. The strength of the relationship between social capital and organizational capabilities is proposed to vary depending on the level of these two environmental characteristics. This study conceptualizes and operationalizes social capital as a multidimensional construct reflected by the structural dimension of tie strength, the relational dimension of trust, and the cognitive dimension of solidarity. Survey and archival data on 280 firms from various industries are analyzed using structural equation modeling. Empirical support for the proposed three‐dimensional structure of social capital is found. Results further indicate that social capital is a significant antecedent to both marketing andR&Dcapability, which in turn significantly affect firm performance. While a positive relationship between social capital and organizational capabilities is supported in general, the strength of this relationship depends on the environmental context the firm is embedded in. The positive effect of social capital on marketing capability increases in environments with high technological turbulence and competitive intensity; the opposite holds forR&Dcapability. This research contributes to the resource‐based view by introducing social capital as an important microlevel factor promoting the development of organizational capabilities. By identifying and evaluating two important environmental contingencies, our study also decreases some of the ambiguity surrounding the effectiveness of antecedents to organizational capabilities. The findings further help practitioners decide under what circumstances investing in top‐managers' social capital provides an effective means for achieving superior performance through enhanced organizational capabilities. This should have an important bearing on issues such as management training and incentives as well as on hiring policies.

Enterprise-related social capital as a driver of firm growth in the periphery?

Toward a Theory of Behaviour Change in Social Marketing

In several developing countries, such as Lao People’s Democratic Republic (Lao PDR), the fight against malnutrition is carried out through programs that involve collaboration between internal (national) and external (international) actors. These actors may have different perceptions on what is one of the pillars of these programs: the empowerment of women, especially mothers of young children. Little is known about these differences and the impact of these differences on the empowerment component of collaborative projects and the perception of its impact on the reduction in malnutrition in the country. A multiple case study was performed. Data collection was carried out in Vientiane Capital and Luangprabang province. The data were obtained from (1) documents, (2) semi-structured interviews with representatives of internal and external organizations, and (3) focus group discussions and individual interviews with mothers of children under five years old. Analysis consisted of characterizing the empowerment component of nutrition programs of internal and external organizations, as well as mothers, based on an OXFAM’s adapted conceptual framework on women’s economic empowerment. The study revealed a common understanding among government and external organizations regarding the significance of promoting women’s empowerment for reducing child malnutrition in Lao PDR. However, variations were observed in the interpretation of specific determinants of women’s empowerment, specifically in relation to women’s autonomy and the role of social capital. The perspective of internal actors includes the political ideology and traditions that make Lao PDR a distinct country. This perspective dominates the nutrition programs conducted under the collaboration of internal and external actors. In Lao PDR, the concept of women’s empowerment in nutrition programs conducted through collaboration between internal and external actors and targeting young Lao mothers gives prominence to political and socio-cultural factors.

Norwegian paper and pulp mills are subject to strict environmental regulation. The mills conduct research and development for reducing pollution. Absorptive capacity indicates their competence. Firms are part of a social network of connections with external actors that include other paper and pulp mills, suppliers, customers, research institutes, and universities that help them in developing technologies. These relations represent their social capital. Some firms have access to more and better resources than other firms. Measuring firms’ absorptive capacity and access to social capital, we analyze their success in reducing pollution levels. There is a strong interaction effect between absorptive capacity and social capital. The effectiveness of social capital depends on absorptive capacity, and absorptive capacity is not effective without social capital.

The aim of this paper is to review the entrepreneurial models in order to identify most widespread factors of entrepreneurial success. This study comprises descriptive cum analytical research design. Nine models of entrepreneurial success were reviewed that led to three important findings. The first one is the both micro and macro factors, i.e., individual and environment contexts are necessary to build a comprehensive model of entrepreneurial success. The second is all three types of social, financial and human capital are essential to build a complete model that can explain entrepreneurial success in a better way. The third is the opportunity, environment and resources played the strong role; entrepreneur, innovation, management skills, organization and personal motivation played the moderate role while the weak role-played by the other factors as a whole. Based on the results, the study concludes that the recent research agenda of entrepreneurial success are: Do these factors play vital role for entrepreneurial success in the context of developing country like Nepal? Do entrepreneurs equipped with higher financial capital, social capital, and human capital more likely to be successful? What financial capital, social capital, and human capital matters for entrepreneurial success? How do financial, social, and human resources used by entrepreneurs behave and interact?