Cast your vote
You can rate an item by clicking the amount of stars they wish to award to this item.
When enough users have cast their vote on this item, the average rating will also be shown.
Your vote was cast
Thank you for your feedback
Thank you for your feedback
MetadataShow full item record
AbstractThis paper discusses problems faced by planners of real-world online behavioural change interventions who must select behavioural change frameworks from a variety of competing theories and taxonomies. As a solution, this paper examines approaches that isolate the components of behavioural influence and shows how these components can be placed within an adapted communication framework to aid the design and analysis of online behavioural change interventions. Finally, using this framework, a summary of behavioural change factors are presented from an analysis of 32 online interventions.
CitationIn: Proceedings of the 4th International Conference on Persuasive Technology. Claremont, California. Session: Influence and trust, Article no. 17.
PublisherNew York: ACM
Showing items related by title, author, creator and subject.
Perceived managerial and leadership effectiveness in Mexico and the USA: a comparative study of effective and ineffective managerial behaviourRuiz, Carlos E.; Hamlin, Robert G. (Emerald, 2019-12-31)Purpose The purpose of this study was to compare the perceptions of Mexican and US employees about effective and ineffective managerial behaviour. Design/methodology/approach A qualitative multiple cross-case comparative analysis of findings obtained from two past emic replication studies of observed effective and ineffective managerial behaviour carried out in Mexico and the USA respectively was conducted. Findings Notwithstanding the significant cultural variances between Mexico and the US underlined by various cross-cultural studies, our findings suggest that Mexican and US employees perceive effective and ineffective managerial behaviour in a very similar manner. Research limitations While the results of our study suggest that culture may not play a significant role in the way people perceive managerial and leadership effectiveness, we suggest that more replication studies with larger and more balanced gender samples using different methods need to be performed in both countries. Practical implications The findings of our study may be relevant for HRD professionals in both countries when providing training to expatriates for international assignments. Reinforcing the set of managerial practices that are perceived as effective in these two countries, and emphasizing those practices that may be particular to Mexico and the US respectively, could lead to an improvement in the performance of Mexican executives managing in the US and US executives managing in Mexico.
Online social marketing: website factors in behavioural changeThelwall, Mike; Cugelman, Brian (University of Wolverhampton, 2010)A few scholars have argued that the Internet is a valuable channel for social marketing, and that practitioners need to rethink how they engage with target audiences online. However, there is little evidence that online social marketing interventions can significantly influence behaviours, while there are few evidence-based guidelines to aid online intervention design. This thesis assesses the efficacy of online interventions suitable for social marketing applications, presents a model to integrate behavioural change research, and examines psychological principles that may aid the design of online behavioural change interventions.The primary research project used meta-analytical techniques to assess the impact of interventions targeting voluntary behaviours, and examined psychological design and adherence correlations. The study found that many online interventions demonstrated the capacity to help people achieve voluntary lifestyle changes. Compared to waitlist control conditions, the interventions demonstrated advantages, while compared to print materials they offered similar impacts, but with the advantages of lower costs and broader reach. A secondary research project surveyed users across an international public mobilization campaign and used structural equation modelling to assess the relationships between website credibility, active trust, and behavioural impacts. This study found that website credibility and active trust were factors in behavioural influence, while active trust mediated the effects of website credibility on behaviour. The two research projects demonstrated that online interventions can influence an individual’s offline behaviours. Effective interventions were primarily goal-orientated: they informed people about the consequences of their behaviour, encouraged them to set goals, offered skills-building support, and tracked their progress. People who received more exposure to interventions generally achieved greater behavioural outcomes. Many of these interventions could be incorporated into social marketing campaigns, and offer individually tailored support capable of scaling to massive public audiences. Communication theory was used to harmonize influence taxonomies and techniques; this proved to be an effective way to organize a diversity of persuasion, therapy, and behavioural change research. Additionally, website credibility and users’ active trust could offer a way to mitigate the negative impacts of online risks and competition.
Behavioural indicators of manager and managerial leader effectiveness: An example of Mode 2 knowledge production in management to support evidence-based practice.Hamlin, Robert G.; Bassi, Nirmal (Inderscience Enterprises Limited, 2008)This paper presents the results of a 'design science' study of managerial and leadership effectiveness through a programme of 'HRD Professional Partnership' research carried out within a UK private sector organisation, and discusses how the findings have been used to support evidence-based practice within the collaborating organisation. Additionally, the paper reveals the extent to which these results are held in common with equivalent findings from several UK public sector organisations and how they have contributed to the production of 'general knowledge' and empirical evidence that lend support to 'universal' theories of managerial and leadership effectiveness.