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With the increasing realization of the importance of communication for sustainable development, strategic issues such as institutional alliances, public participation and media integration have emerged as indispensable tools in any environmental campaign. This study is an inquiry into India's Swachh Bharat Abhiyan (2014–2019) which is one of the major strategic sustainable development campaigns of the 21st century. The twin research questions raised are (1) What were the major action-plans and the key outreach strategies adopted in SBA? and (2) How the discourse of swachhata (cleanliness) was propagated in SBA?

With response to research question 1, a seven-fold analysis of the strategic aspects of the SBA is undertaken utilizing Willner's (2006) strategic approach to the promotion of sustainable development campaigns. Research question 2 is addressed through a multimodal analysis of the discourse of swachhata (cleanliness) following the Grammar of Visual Design framework of Kress and van Lieuwen (2006).

The campaign employed a 360-degree promotional strategy. It involved print, electronic and social media; promoted inter- and intra-institutional alliances; roped in opinion leaders and opinion formers; and encouraged massive public participation. Strategically, SBA's discourse of cleanliness adhered to the “3R” principles of the United Nation's Sustainability Goals: Reduce, Reuse and Recycle. Tactically, the discourse of cleanliness was framed in the ideas of shame versus dignity and was entrenched in the ideals of commitment to nation and neighborhood, and good citizenship.

One major limitation of this study is the exclusion of certain intervening variables such as (1) access to the state of the art of green technology, (2) green financing, (3) green incubation, (4) sustainable PPP models for SBA and (5) for-profit approach to environmental cleanliness. Future studies can expand the scope of research by incorporating these variables in their analytical frameworks.

This is the first study to undertake a comprehensive analysis of the communication aspect of SBA. This case study, in particular, can be useful for the young research scholars and postgraduate students of Communication, Management and Public Policy.

This case is the second of a three-part series that follows the managerial, strategic, and communications decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the flagship programme of the Government of India to eliminate the practice of open defecation (i.e., not using a toilet) from 2014 to 2019. As of 2014, 550 million people in India practiced open defecation. This problem posed a massive public health hazard and economic drag for the country as well as a threat to global health. Written from an insider's perspective, the cases centre on the decisions made by a new Secretary of India's Ministry of Drinking Water and Sanitation, who was hired to manage SBM, and the team he assembled. Case B discusses the start-up challenges for SBM, including implementation in India's complex federal system, workplace culture, and the deep-rooted behaviour of open defecation in rural India and the managerial and communication strategies formulated to address them. The case concludes by framing the difficulties with slow-moving states and monitoring rigour that the leadership SBM, with a new team, strategic focus, and early momentum, faced as the mission entered its final two years.

This case is the first of a three-part series that follows the managerial, strategic, and communications decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the flagship programme of the Government of India to eliminate the practice of open defecation (i.e., not using a toilet) from 2014 to 2019. As of 2014, 550 million people in India practiced open defecation. This problem posed a massive public health hazard and economic drag for the country as well as a threat to global health. Written from an insider's perspective, the cases centre on the decisions made by a new Secretary of the India's Ministry of Drinking Water and Sanitation, who was hired to manage SBM, and the team he assembled. Case A sets the stage for addressing open defecation in rural India and discusses the human resources and strategic challenges to implementing SBM from the vantage point of the new Secretary. It ends with strategic dilemmas related to what the new SBM team should do once they had sized up the challenges to eliminating open defecation by 2019. The case provides an opportunity to deliberate the managerial and strategic decisions of a globally relevant public behaviour change and rural infrastructure development program as well as different forms of public sector implementation in the Indian context.

This case is the second of a three-part series that follows the managerial, strategic, and communications decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the flagship programme of the Government of India to eliminate the practice of open defecation (i.e., not using a toilet) from 2014 to 2019. As of 2014, 550 million people in India practiced open defecation. This problem posed a massive public health hazard and economic drag for the country as well as a threat to global health. Written from an insider's perspective, the cases centre on the decisions made by a new Secretary of India's Ministry of Drinking Water and Sanitation, who was hired to manage SBM, and the team he assembled. Case B discusses the start-up challenges for SBM, including implementation in India's complex federal system, workplace culture, and the deep-rooted behaviour of open defecation in rural India and the managerial and communication strategies formulated to address them. The case concludes by framing the difficulties with slow-moving states and monitoring rigour that the leadership SBM, with a new team, strategic focus, and early momentum, faced as the mission entered its final two years.

Despite the fact that hygiene and sanitation are becoming more critical for improving the present situation in developing nations, the factors that affect them are not well covered in the present research. This paper investigates the quality of the hygiene and sanitization factors and identifies the interrelations between the identified factors.

A graph theory-based approach is proposed to assess the factors influencing the practice, and a critical service index (CSI) is used to quantify the same.

Two Indian villages are used to illustrate the implementation of the suggested approach. This represents the validation of the suggested method, as well as assisting in the development of essential suggestions for increasing the quality of hygiene and sanitization in the Indian context. In spite of the increasing importance of hygiene and sanitation for improving the current situation in developing countries, the factors that influence them are not well-researched.

This study contributes in two ways. First, it provides an organized methodology for quantifying hygiene and sanitation factors and a critical service index that incorporates the findings. The suggested approach may also be used to evaluate and classify other sectors. Second, it shows how the methodology was used to create key recommendations for two Indian villages, which may be considered the first effort in India’s hygiene and sanitation initiatives.

This research discussed improvements in sanitation and hygiene habits among Indian households, which have not been achieved as expected under the Swachh Bharat Mission.

A prime objective of the Swachh Bharat Abhiyan (SBA; Clean India Mission) is to motivate people to segregate their household waste. The purpose of this study is to assess the ground reality of waste management behaviour of Delhi residents with the help of a modified Value–Belief–Norm (VBN) model. Past researches point the need to include cost as a variable in the VBN model. This study fulfils this need and tests cost as one of the variables on the gathered data.

The research data were gathered by interacting with the people and the civic staff in the jurisdiction of the three Delhi municipalities through a stratified sampling technique (N = 250). The structural equation modelling was used to analyse the collected data.

The modified VBN model explains the waste management behaviour, but the variables do not follow the exact causal chain. Values, awareness of consequences, ascription of responsibility and personal norms all explain the resident's waste management behaviour. However, cost limits the resident's waste management behaviour.

The study could only achieve a moderate model fit; its sample size was small; and data were collected through self-reported questionnaire.

Three main practical implications of the study are: (1) While designing waste management solutions, due importance must be given to the cost to be borne by people for adopting these solutions. (2) Design such interventions that target residents' values to convince them to make the desired behavioural change. (3) People need be educated about the ways to sort waste and made aware of the importance of waste segregation in eradicating the urban waste mess.

The paper is an original contribution to testing a modified VBN model in predicting waste management behaviour. The modified model includes cost as a variable missing in the previous research. This research is useful in the backdrop of the SBA and provides suggestions for policymakers and pro-environment researchers.

Intervention strategies are designed by policymakers to impact people by effectively changing the environment in which people make decisions. Many government-led agencies and nongovernmental organizations promote behavioral change by adopting social marketing strategies. Social marketing uses the application of commercial ideas to influence the voluntary behavior of individuals. Under these circumstances, this study aims to examine the effect of these emerging brand-building techniques social marketing especially in public campaign.

This descriptive study collected opinions related to the constructs from 324 respondents across India. This study used statistical package for the social science and Smart partial leased square software to test the validity of the hypotheses.

The results of this study indicate that when the campaigns target the emotional state of the consumer, he or she crosses all boundaries like physical attributes, service parameter or even any form of assessment and provides incremental value to the campaign, thus forming a favorable behavior.

This study provides insights on how emotional branding can be used for better involvement and relationship building, which leads to long-term engagement with the customers. The marketers can also get facilitated through this study by developing a new perspective of creating their advertisements through emotional branding techniques, especially with a focus on corporate social responsibility in the global environment.

In recent times, marketers have adopted a new communication strategy to build their brand through promotions that might appeal directly to customer’s emotional state, popularly termed as “emotional branding.” This new communication strategy aims at creating and nurturing a relationship between the consumer and the brand by accumulating memories, emotions, personal narratives and expectations.

Solid, liquid and e-waste pose serious health hazards, environmental pollution and contribute to climate change. To address these issues of solid waste management (SWM), amidst many policy decisions, the Government of India roped in several institutions, including self-help groups (SHGs), into the Swachh Bharat Movement (Clean India Mission). This study aims to illustrate the significant contributions of SHG’s in tackling SWM, particularly the plastic waste menace in India, while fostering socio-economic values and sustainable development goals (SDGs).

Using a from-the-field approach, qualitative data were collected from 30 members of three SHGs to understand their significant contributions in mitigating plastic waste.

This research identifies three major themes: economic value creation, social value creation and SDGs via collection and reduction of plastic waste landfills. Furthermore, several related subthemes are identified.

This study offers pragmatic solutions to deal with plastic waste at personal, community, institutional and governmental levels. Moreover, it recommends engaging SHGs to promote sustainable waste management practices such as segregating wastes at source, regulating plastic bag usage, advocating behavioural change towards waste generation and protecting the environment.

The authors consider a proven case of SHG’s contribution to protect the environment and emphasize the need to involve more such groups in waste management practices.