MARKETING SOCIAL E ECOSSISTEMAS DE NEGÓCIOS: AVALIAÇÃO REFLEXIVA PARA PROPOSIÇÃO DE UMA VISÃO INTEGRATIVA

Rodrigues, Marco Aurelio de Souza; Kamlot, Daniel

doi:10.1590/1413-2311.337.121018

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REAd. Revista Eletrônica de Administração (Porto Alegre)

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Artigo • REAd. Rev. eletrôn. adm. (Porto Alegre) 28 (1) • Jan-Apr 2022 • https://doi.org/10.1590/1413-2311.337.121018 copiar

MARKETING SOCIAL E ECOSSISTEMAS DE NEGÓCIOS: AVALIAÇÃO REFLEXIVA PARA PROPOSIÇÃO DE UMA VISÃO INTEGRATIVA

Social Marketing and Business Ecosystems: Reflective Evaluation for the Proposition of an Integrative View

Marketing Social y Ecosistemas de Negocios: Evaluación Reflexiva para Proposición de una Visión Integradora

Autoria SCIMAGO INSTITUTIONS RANKINGS

RESUMO

Este ensaio apresenta as relações entre Marketing Social (MS) e Ecossistemas de Negócio (EN), buscando contribuir para a integração destas áreas de conhecimento e argumentando que a aplicação da análise de ecossistemas pode ser um instrumento valioso no desenvolvimento de estratégias de Marketing Social mais eficientes. Por meio de uma avaliação reflexiva realizada a partir de investigação crítica do estado da arte, orientada pela busca por pontos comuns entre MS e EN, expuseram-se elementos de convergência entre tais assuntos, principalmente os de natureza organizacional, empresarial, social e comunitária. Consolidando-se um quadro contendo particularidades do MS e contribuições de EN, elencaram-se quatro proposições, permitindo constatar que organizações que realizem planejamentos de MS poderão conceber estratégias derivadas do mapeamento da estrutura da rede composta pelo ecossistema a que pertencem, beneficiando-se das trocas de recursos e de influências entre stakeholders e outros participantes.

Palavras-chave:
Marketing Social; Ecossistemas de Negócio; Integração

Proposições	Críticas ao Marketing Social	Citação (original)	Contribuições da literatura de Ecossistemas	Citação (original)
(P1) A análise de ecossistemas auxilia o planejamento de iniciativas de Marketing Social que contemplem múltiplos stakeholders simultaneamente para identificação das causas de problemas sociais complexos.	O Marketing Social concentra-se na mudança de comportamentos de um único grupo de stakeholders, geralmente indivíduos, seguindo uma lógica de causalidade downstream (*DOMEGAN et al., 2016DOMEGAN, Christine et al. Systems-thinking social marketing: conceptual extensions and empirical investigations. Journal of Marketing Management, v.32, p.1-22, 2016.; LEFEBVRE, 2003*LEFEBVRE, R. Craig. Emerging Innovations: What Have We Learned? Social Marketing Quarterly, v.9, n.3, p.27-32, 2003. doi:10.1080/15245000309107 https://doi.org/10.1080/15245000309107... )	“For the past 40 years, social marketing has typically focused on changing individual behaviours.” - (*DOMEGAN et al., 2016*DOMEGAN, Christine et al. Systems-thinking social marketing: conceptual extensions and empirical investigations. Journal of Marketing Management, v.32, p.1-22, 2016., p.1)	A composição de estratégias deve considerar simultaneamente múltiplos stakeholders (MOORE, 1996MOORE, James. The Death of Competition: Leadership & Strategy in the Age of Business Ecosystems. New York: Harper Business, 1996.).	“[An Ecosystem is] An economic community supported by a foundation of interacting organizations and individuals—the organisms of the business world. The economic community produces goods and services of value to customers, who are themselves members of the ecosystem”. (MOORE, 1996MOORE, James. The Death of Competition: Leadership & Strategy in the Age of Business Ecosystems. New York: Harper Business, 1996., p. 26)
	Quando desloca seu foco para mudanças comportamentais em organizações (seguindo uma lógica de causalidade upstream), o Marketing Social permanece concentrado em um grupo limitado de stakeholders (DANN, 2010DANN, Stephen. Redefining social marketing with contemporary commercial marketing definitions. Journal of Business Research, v. 63, p. 147-153, 2010.; LEFEBVRE, 2013LEFEBVRE, R. Craig. Social Marketing and Social Change: Strategies and Tools For Improving Health, Well-Being, and the Environment. New York: John Wiley & Sons, 2013.; TRUONG; SAUNDERS; DONG, 2018TRUONG, V. Dao; SAUNDERS, Stephen; DONG, X. Dam. Systems social marketing: a critical appraisal. Journal of Social Marketing, v.9, n.2, p.180-203, 2018. doi:10.1108/jsocm-06-2018-0062 https://doi.org/10.1108/jsocm-06-2018-00... )	“For wider and more significant changes on a macro or societal level, a focus on the upstream level seems narrow and thus insufficient (…) targeting the behaviours of upstream actors is only slightly or even no different from using the conventional individualistic approach, since upstream actors are, after all, individuals.” (TRUONG; SAUNDERS; DONG, 2018TRUONG, V. Dao; SAUNDERS, Stephen; DONG, X. Dam. Systems social marketing: a critical appraisal. Journal of Social Marketing, v.9, n.2, p.180-203, 2018. doi:10.1108/jsocm-06-2018-0062 https://doi.org/10.1108/jsocm-06-2018-00... , p.180).
	A atuação restrita a poucos stakeholders reduz a capacidade do Marketing Social de lidar com problemas sociais complexos (CARVALHO; MAZZON, 2019CARVALHO, Hamilton.; MAZZON, José. Embracing complex social problems. Journal of Social Marketing, n.10, v.1, p. 54-80, 2019. doi: 10.1108/JSOCM-03-2019-0049 https://doi.org/10.1108/JSOCM-03-2019-00... ; *DOMEGAN et al., 2016DOMEGAN, Christine et al. Systems-thinking social marketing: conceptual extensions and empirical investigations. Journal of Marketing Management, v.32, p.1-22, 2016.; FRY; PREVITE; BRENNAN, 2017*FRY, Marie; PREVITE, Josephine; BRENNAN, Linda. Social change design: disrupting the benchmark template. Journal of Social Marketing, v.7, n.2, p.119-134, 2017. doi:10.1108/jsocm-10-2016-0064 https://doi.org/10.1108/jsocm-10-2016-00... )	“The impact of single-domain social marketing is narrow, its reach limited and successes are insufficient to produce sustainable social change in the face of complex and wicked problems” (*DOMEGAN et al., 2016*DOMEGAN, Christine et al. Systems-thinking social marketing: conceptual extensions and empirical investigations. Journal of Marketing Management, v.32, p.1-22, 2016., p.2).
(P2) A análise de ecossistemas auxilia o planejamento de iniciativas de Marketing Social que contemplem intervenções simultâneas em múltiplos setores e esferas sociais para o tratamento de problemas sociais complexos.	O Marketing Social deve considerar simultaneamente stakeholders presentes em diferentes níveis (micro, meso e macroambiental) (*DOMEGAN et al., 2016DOMEGAN, Christine et al. Systems-thinking social marketing: conceptual extensions and empirical investigations. Journal of Marketing Management, v.32, p.1-22, 2016.; FRY; PREVITE; BRENNAN, 2017FRY, Marie; PREVITE, Josephine; BRENNAN, Linda. Social change design: disrupting the benchmark template. Journal of Social Marketing, v.7, n.2, p.119-134, 2017. doi:10.1108/jsocm-10-2016-0064 https://doi.org/10.1108/jsocm-10-2016-00... ; TRUONG; SAUNDERS; DONG, 2018*TRUONG, V. Dao; SAUNDERS, Stephen; DONG, X. Dam. Systems social marketing: a critical appraisal. Journal of Social Marketing, v.9, n.2, p.180-203, 2018. doi:10.1108/jsocm-06-2018-0062 https://doi.org/10.1108/jsocm-06-2018-00... )	“Social marketing requires multi-level engagements of partners and stakeholders, such as police, youth groups, alcohol retailers, music festival organizers, and so on” (FRY; PREVITE; BRENNAN, 2017FRY, Marie; PREVITE, Josephine; BRENNAN, Linda. Social change design: disrupting the benchmark template. Journal of Social Marketing, v.7, n.2, p.119-134, 2017. doi:10.1108/jsocm-10-2016-0064 https://doi.org/10.1108/jsocm-10-2016-00... , p.126)	A composição de estratégias deve considerar simultaneamente múltiplos stakeholders em diferentes níveis de análise, desde o microambiental até o macroambiental (RODRIGUES; CHIMENTI; NOGUEIRA, 2020RODRIGUES, Marco; CHIMENTI, Paula; NOGUEIRA, Roberto. An exploration of eLearning adoption in the educational ecosystem. Education and Information Technologies, v.26, p.585-615, 2020. doi: 10.1007/s10639-020-10276-3 https://doi.org/10.1007/s10639-020-10276... ; *TSUJIMOTO et al.,* 2018**TSUJIMOTO, Masaharu et al. A review of the ecosystem concept - Towards coherent ecosystem design. Technological Forecasting & Social Change, v.136, p. 49-58, 2018. doi: 10.1016/j.techfore.2017.06.032 https://doi.org/10.1016/j.techfore.2017.... )	“Like the original biological concept, there is a growing consensus in the Strategy and Innovation literature that an ecosystem can be described as a broad multi-layer network” (RODRIGUES; CHIMENTI; NOGUEIRA, 2020RODRIGUES, Marco; CHIMENTI, Paula; NOGUEIRA, Roberto. An exploration of eLearning adoption in the educational ecosystem. Education and Information Technologies, v.26, p.585-615, 2020. doi: 10.1007/s10639-020-10276-3 https://doi.org/10.1007/s10639-020-10276... , p.590)
	O Marketing Social deve considerar stakeholders presentes em diferentes setores e indústrias (CARVALHO; MAZZON, 2019CARVALHO, Hamilton.; MAZZON, José. Embracing complex social problems. Journal of Social Marketing, n.10, v.1, p. 54-80, 2019. doi: 10.1108/JSOCM-03-2019-0049 https://doi.org/10.1108/JSOCM-03-2019-00... ; LEFEBVRE, 2012LEFEBVRE, R. Craig. Transformative social marketing: co‐creating the social marketing discipline and brand. Journal of Social Marketing, v.2, n.2, p. 118-129, 2012. doi:10.1108/20426761211243955 https://doi.org/10.1108/2042676121124395... ; FRY; PREVITE; BRENNAN, 2017FRY, Marie; PREVITE, Josephine; BRENNAN, Linda. Social change design: disrupting the benchmark template. Journal of Social Marketing, v.7, n.2, p.119-134, 2017. doi:10.1108/jsocm-10-2016-0064 https://doi.org/10.1108/jsocm-10-2016-00... )	“Relationship interactions between actors, whilst potentially symmetrical or asymmetrical, are dynamic and exist within the system to develop intra-sectoral and cross-sectoral partnerships (e.g. government, non-profits, private organizations) which have an inherent role in shaping and adapting market systems.” (FRY; PREVITE; BRENNAN, 2017FRY, Marie; PREVITE, Josephine; BRENNAN, Linda. Social change design: disrupting the benchmark template. Journal of Social Marketing, v.7, n.2, p.119-134, 2017. doi:10.1108/jsocm-10-2016-0064 https://doi.org/10.1108/jsocm-10-2016-00... , p.136)	A composição de estratégias deve considerar simultaneamente múltiplos stakeholders oriundos de diferentes indústrias (ADNER, 2017ADNER, Ron. Ecosystem as Structure: An Actionable Construct for Strategy. Journal of Management, v.43, n.1, p. 39-58, 2017. doi:10.1177/0149206316678451 https://doi.org/10.1177/0149206316678451... ; JACOBIDES; CENNAMO; GAWER, 2018JACOBIDES, Michael; CENNAMO, Carmelo; GAWER, Annabelle. Towards a theory of ecosystems. Strategic Management Journal, v. 39, p. 2255-2276, 2018. doi: 10.1002/smj.2904 https://doi.org/10.1002/smj.2904... ; TEECE, 2016TEECE, David. Business ecosystem. In: AUGIER, Mie.; TEECE, David (Org.). The Palgrave Encyclopedia of Strategic Management. Londres: Palgrave Macmillan, 2016, p.1-4. doi:10.1057/978-1-349-94848-2_724-1 https://doi.org/10.1057/978-1-349-94848-... )	“It is broadly agreed that ecosystems require providers of complementary innovations, products, or services, who might belong to different industries and need not be bound by contractual arrangements” (JACOBIDES; CENNAMO; GAWER, 2018JACOBIDES, Michael; CENNAMO, Carmelo; GAWER, Annabelle. Towards a theory of ecosystems. Strategic Management Journal, v. 39, p. 2255-2276, 2018. doi: 10.1002/smj.2904 https://doi.org/10.1002/smj.2904... , p.2258)
(P3) A análise de ecossistemas auxilia o planejamento de iniciativas de Marketing Social ao mapear as interdependências existentes entre os stakeholders envolvidos em determinado problema social complexo.	O Marketing Social deve considerar stakeholders presentes em diferentes níveis e setores, os quais, embora não tenham necessariamente o mesmo objetivo, são interdependentes (CARVALHO; MAZZON, 2019CARVALHO, Hamilton.; MAZZON, José. Embracing complex social problems. Journal of Social Marketing, n.10, v.1, p. 54-80, 2019. doi: 10.1108/JSOCM-03-2019-0049 https://doi.org/10.1108/JSOCM-03-2019-00... ; *DOMEGAN et al.,* 2016**DOMEGAN, Christine et al. Systems-thinking social marketing: conceptual extensions and empirical investigations. Journal of Marketing Management, v.32, p.1-22, 2016.)	“Change is an iterative co-creating process: Transcending levels and casual pathways demonstrate that orchestrating change is about co-creating actions through direct and deliberate participation by all in social marketing interventions”. (*DOMEGAN et al., 2016*DOMEGAN, Christine et al. Systems-thinking social marketing: conceptual extensions and empirical investigations. Journal of Marketing Management, v.32, p.1-22, 2016., p.15)	O sucesso de um participante do ecossistema é influenciado pelo sucesso dos demais participantes e do ecossistema como um todo (ADNER, 2017ADNER, Ron. Ecosystem as Structure: An Actionable Construct for Strategy. Journal of Management, v.43, n.1, p. 39-58, 2017. doi:10.1177/0149206316678451 https://doi.org/10.1177/0149206316678451... ; IANSITI; LEVIEN, 2004IANSITI, Marco; LEVIEN. Roy. Strategy as Ecology. Harvard Business Review, v.82, n.3, p.68-78, 2004.).	“Like an individual species in a biological ecosystem, each member of a business ecosystem ultimately shares the fate of the network as a whole, regardless of that member’s apparent strength”. (IANSITI; LEVIEN, 2004IANSITI, Marco; LEVIEN. Roy. Strategy as Ecology. Harvard Business Review, v.82, n.3, p.68-78, 2004., p.1)
(P4) A análise de ecossistemas auxilia o planejamento de iniciativas de Marketing Social ao identificar os stakeholders envolvidos em determinado problema social complexo com maior influência sobre os demais.	O Marketing Social deve mapear a estrutura da rede que se forma entre stakeholders de diferentes níveis e setores, posto que esta estrutura influencia o comportamento de todos os participantes desta rede (CARVALHO; MAZZON, 2019CARVALHO, Hamilton.; MAZZON, José. Embracing complex social problems. Journal of Social Marketing, n.10, v.1, p. 54-80, 2019. doi: 10.1108/JSOCM-03-2019-0049 https://doi.org/10.1108/JSOCM-03-2019-00... ; *DOMEGAN et al., 2016DOMEGAN, Christine et al. Systems-thinking social marketing: conceptual extensions and empirical investigations. Journal of Marketing Management, v.32, p.1-22, 2016.; TRUONG; SAUNDERS; DONG, 2018*TRUONG, V. Dao; SAUNDERS, Stephen; DONG, X. Dam. Systems social marketing: a critical appraisal. Journal of Social Marketing, v.9, n.2, p.180-203, 2018. doi:10.1108/jsocm-06-2018-0062 https://doi.org/10.1108/jsocm-06-2018-00... )	“We make a strong statement here: social marketing has been flying blind for most of its history. By focusing on the visible parts of a system (…), social marketing has produced results that are valuable but insufficient to address modern complex social problems.”. CARVALHO; MAZZON (2019, p.56)	Para compor sua estratégia, uma organização deve mapear a estrutura da rede formada pelo ecossistema no qual ela está inserida, a fim de compreender como ocorrem trocas de influência entre stakeholders (IANSITI; LEVIEN, 2004IANSITI, Marco; LEVIEN. Roy. Strategy as Ecology. Harvard Business Review, v.82, n.3, p.68-78, 2004.; IYER; LEE; VENKATRAMAN, 2006IYER, Bala.; LEE, Chi-Hyon.; VENKATRAMAN, N. V. Managing in a ‘Small World Ecosystem’: Lessons from the Software Sector. California Management Review v.48, n.3, p. 28-47, 2006. doi: 10.2307/41166348 https://doi.org/10.2307/41166348... )	“Mapping the ecosystem in terms of interfirm interconnections is important (…) to understand how firms access complementary resources through relationships. A diagrammatic representation of the ecosystem with key relationships provides the context for strategy formation” (IYER; LEE; VENKATRAMAN, 2006IYER, Bala.; LEE, Chi-Hyon.; VENKATRAMAN, N. V. Managing in a ‘Small World Ecosystem’: Lessons from the Software Sector. California Management Review v.48, n.3, p. 28-47, 2006. doi: 10.2307/41166348 https://doi.org/10.2307/41166348... , p.42)
	O Marketing Social deve mapear a estrutura da rede composta por todos os stakeholders relacionados a um problema social complexo para identificar aqueles com maior influência no mesmo (CARVALHO; MAZZON, 2019CARVALHO, Hamilton.; MAZZON, José. Embracing complex social problems. Journal of Social Marketing, n.10, v.1, p. 54-80, 2019. doi: 10.1108/JSOCM-03-2019-0049 https://doi.org/10.1108/JSOCM-03-2019-00... ; *DOMEGAN et al. 2016DOMEGAN, Christine et al. Systems-thinking social marketing: conceptual extensions and empirical investigations. Journal of Marketing Management, v.32, p.1-22, 2016.; LEFEBVRE, 2011*LEFEBVRE, R. Craig. An integrative model for social marketing. Journal of Social Marketing, v.1, n.1, p.54-72, 2011.).	“Social marketing must be based on theoretical models that guide the selection of the most relevant determinants, priority groups, objectives, interventions and evaluations for scalable behavior change such as theories of diffusion of innovations, social networks, community assets, political economics and social capital”. (LEFEBVRE, 2011LEFEBVRE, R. Craig. An integrative model for social marketing. Journal of Social Marketing, v.1, n.1, p.54-72, 2011., p.58)	A composição de estratégias deve identificar o grau de influência e o papel que stakeholders exercem sobre os demais participantes e sobre o ecossistema como um todo (IANSITI; LEVIEN, 2004IANSITI, Marco; LEVIEN. Roy. Strategy as Ecology. Harvard Business Review, v.82, n.3, p.68-78, 2004.; IYER; LEE; VENKATRAMAN, 2006IYER, Bala.; LEE, Chi-Hyon.; VENKATRAMAN, N. V. Managing in a ‘Small World Ecosystem’: Lessons from the Software Sector. California Management Review v.48, n.3, p. 28-47, 2006. doi: 10.2307/41166348 https://doi.org/10.2307/41166348... ).	“Three roles are important in most networks: the hub (a firm with a disproportionately high number of links), the broker (a firm that creates a connection between two sets of firms), and the bridge (a link critical to the overall connectedness within the network). (IYER; LEE; VENKATRAMAN, 2006IYER, Bala.; LEE, Chi-Hyon.; VENKATRAMAN, N. V. Managing in a ‘Small World Ecosystem’: Lessons from the Software Sector. California Management Review v.48, n.3, p. 28-47, 2006. doi: 10.2307/41166348 https://doi.org/10.2307/41166348... , p.44)

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