Modelling the relationship between counter‐knowledge and open‐mindedness for policy development |
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| Authors: | Pedro‐José Martínez‐Ortiz Sandra Moffett Juan‐Gabriel Cegarra‐Navarro Fernando A. López Hernández |
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| Affiliation: | 1. Facultad de Ciencias de la Empresa, Universidad Politécnica de Cartagena, Cartagena, Spain;2. School of Computing and Intelligent Systems, Ulster University, Londonderry, UK |
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| Abstract: | Counter‐knowledge refers to flaws in citizens' mental models arising from utilization of rumours, inappropriate knowledge structures, outdated routines or procedures. When counter‐knowledge is applied to civil servants, it may result in problems of efficiency, equity and motivation. This paper examines the relationship between counter‐knowledge and open‐mindedness to model a framework for improving city marketing and policy development. This study tested two measurement models. While the theoretical model represents the effect of counter‐knowledge on city marketing and that the latter has a negative effect on open‐mindedness, the alternative model involves that counter‐knowledge has a positive indirect impact on open‐mindedness. These relationships are examined through an empirical investigation of 203 Spanish city halls. The results show a potential positive indirect effect of counter‐knowledge on open‐mindedness through city marketing programmes. This paper clarifies the existing literature, which tries to contribute to the discussion of city marketing, and helps us to obtain meaning out of the relationship between counter‐knowledge, city marketing and open‐mindedness. Copyright © 2016 John Wiley & Sons, Ltd. |
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