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Incentivising has shown to improve participation in clinical trials. However, ethical concerns suggest that incentives may be coercive, obscure trial risks and encourage individuals to enrol in clinical trials for the wrong reasons. The aim of our study was to develop and pilot a discrete choice experiment (DCE) to explore and identify preferences for incentives. A DCE was designed by including following attributes (and levels) of incentives: value, method, and time involvement. To account for trial benefit and risk, each was included as an attribute with levels low, medium and high. For testing purposes, the DCE was administrated using SurveyMonkey in a population of third level students. A total of 245 students, representative of the general student population, participated in the online DCE. The results provide a template to assess and explore the use of different incentive methods in clinical trials. The template can be used in its current format or adapted to particular scenarios. This pilot study provides a feasible methodology to explore the use of incentives for participation in clinical trials and can be adapted to specific trial requirements to provide information for ethical applications or identify the most favourable incentive for participation in clinical trials.

Systems thinking dominated the 2015 World Social Marketing conference with the premise that a more holistic approach takes into account all the issues at play for effective change. Augmenting the broadening social marketing literature, we contend that systems-thinking social marketing enhances the field’s conventional behavioural change with concepts of scale, causation, and iterative co-creating change processes for complex health and environmental problems. The results of our empirical Sea for Society study, a sustainable European marine ecosystem examination ofwhatthe barriers to change are andhowthey are interrelated, find systems-thinking social marketing offers the potential to strategically and critically reinforce, not replace, behavioural change campaigns. With systems-thinking social marketing, a coherent theory of change becomes a possibility. Orchestrating social change may become a reality. [ABSTRACT FROM AUTHOR]

The forward thinking body of social marketing knowledge, rooted in commercial marketing tools, suffers from two potentially interlinked crisis of identity. First, there is the question of behavioural change to address difficult social problems. This embraces the development of co-ordinated multi-domain approaches for large scale social transformation. Second, there is the concept of exchange, the defining characteristic of social marketing yet problematic and the least researched of its benchmark criteria. Recognising the centrality of exchange, we address the broadening social marketing discourse, suggesting a focus beyond restricted to complex exchanges. This paper presents the insights from the application of Interactive Management, a system-based methodology, embracing a systemic change and a complex exchange agenda. Our case study finds the contexts for restricted and complex exchanges through barriers as well as structural and influence maps. Understanding complex exchanges closes the gap between the theoretical and practical debates surrounding contemporary social marketing and the role and function of exchange theory. [ABSTRACT FROM PUBLISHER]

The popularity and benefits of social marketing partnerships accord partnerships as the 5th 'P' of the social marketing mix and an essential element of interventions. Yet the scope and substance of partnerships within social marketing remains ambiguous and is an underutilized marketing mix tool. This article critically examines over 50 years of social marketing academic literature to uncover and unpack the full potential of social marketing partnerships and the various forms taken. Periodization is applied as a lens and method for modelling partnership evolution over time. Three dominant eras of social marketing partnerships are evident; the period of transaction, the period of formalization and the period of integrated systems, each with different partnership understandings and characteristics. By examining social marketing partnerships as an evolving entity, this article identifies a 'constant flux' trajectory, with partnerships continuing to respond and react to broadening environmental and theoretical catalysts with the development of a model of social marketing partnerships in sight. [ABSTRACT FROM AUTHOR]

Background: Hypertension remains one of the most important modifiable risk factors for stroke and heart disease. Anti-hypertensive medications are effective, but are often not used to maximum benefit. Sub-optimal dosing by prescribers and challenges with medication-taking for patients remain barriers to effective blood pressure control., Objectives: We aimed to systematically develop a theory-based complex intervention to support General Practitioners (GPs) and people with hypertension to maximise medication use to control blood pressure., Methods: We used the three-phase Behaviour Change Wheel (BCW) as the overarching intervention development framework. Collective Intelligence methodology was used to operationalise the stakeholder input to Phases 2 and 3 of the BCW. This took the form of a Collective Intelligence workshop with 19 stakeholders from diverse backgrounds including lived experience, general practice, nursing, pharmacy and health psychology. Techniques such as barrier identification, idea-writing and scenario-based design were used to generate possible intervention options. Intervention options were then selected and refined using the Acceptability, Practicability, Effectiveness, Affordability, Side-effects and Equity (APEASE) criteria and guidance from the MIAMI Public and Patient Involvement Panel., Results: The finalised MIAMI intervention consists of both GP and patient supports. GP supports include a 30-minute online training, information booklet and consultation guide (drop-down menu) embedded within the patient electronic health system. Patient supports include a pre-consultation plan, website, and a structured GP consultation with results from an Ambulatory Blood Pressure Monitor and urine chemical adherence test. The intervention components have been mapped to the intervention functions of the BCW and Behaviour Change Technique Ontology., Conclusion: Collective Intelligence offered a novel method to operationalise stakeholder input to Phases 2 and 3 of the BCW. The MIAMI intervention is now at pilot evaluation stage., Competing Interests: No potential conflict of interest was reported by the author(s)., (© 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group.)

Background: Hypertension is one of the most important risk factors for stroke and heart disease. Recent international guidelines have stated that 'poor adherence to treatment - in addition to physician inertia - is the most important cause of poor blood pressure control'. The MaxImising Adherence, Minimising Inertia (MIAMI) intervention, which has been developed using a systematic, theoretical, user-centred approach, aims to support general practitioners (GPs) and people with hypertension to maximise medication use, through the facilitation of adequate information exchange within consultations about long-term antihypertensive medication use and adherence skill development. The aim of the MIAMI pilot cluster randomised controlled trial (RCT) is to gather and analyse feasibility data to allow us to (1) refine the intervention, and (2) determine the feasibility of a definitive RCT. Methods: GP practices (n = 6) will be recruited and randomised to the intervention arm (n = 3) or usual care control arm (n = 3). Each practice will recruit 10 patient participants. For a patient to be eligible they must have a diagnosis of hypertension, be on two or more anti-hypertensive medications, must not be achieving recommended blood pressure levels, and be over the age of 65 years. Participants in the intervention arm will meet their GP and receive the MIAMI intervention twice over three months. Quantitative data collection will take place at baseline and three month follow up. A pilot health economic analysis and a qualitative sub-study will also be incorporated into the study. Discussion: This pilot cluster RCT of the MIAMI intervention will allow us to gather valuable acceptability and feasibility data to further refine the intervention so it optimally designed for both GP and patient use. In particular, the qualitative component will provide an insight into GP and patient experiences of using the intervention., Competing Interests: No competing interests were disclosed., (Copyright: © 2023 Morrissey E et al.)