Communicare; Journal for Communication Sciences in Southern Africa, Jul 1, 2009
This article reports the findings of Stage 3 of an international collaborative research programme... more This article reports the findings of Stage 3 of an international collaborative research programme, its point of departure being that public relations (PR) roles researchers have largely ignored research in the management domain in their conceptualisation of the PR manager role. (The first qualitative stage was conducted in the US and UK, and the second, quantitative stage in the UK). In the third stage, the UK study was replicated in South Africa (SA) to map and compare the main elements of management performed by PR managers working globally in a range of organisational settings and in different cultural contexts (with a view to reconceptualising the PR manager role). While the UK research found five empirical PR roles, the final parsimonious 2-factor solution accepted in the SA study was labelled the strategic public relations manager (a strategic role at the macro or societal level), and the operational public relations manager (a functional role at the middle-management level).
Communicare: Journal for Communication Studies in Africa, Oct 17, 2022
This article reports the findings of Stage 3 of an international collaborative research programme... more This article reports the findings of Stage 3 of an international collaborative research programme, its point of departure being that public relations (PR) roles researchers have largely ignored research in the management domain in their conceptualisation of the PR manager role. (The first qualitative stage was conducted in the US and UK, and the second, quantitative stage in the UK). In the third stage, the UK study was replicated in South Africa (SA) to map and compare the main elements of management performed by PR managers working globally in a range of organisational settings and in different cultural contexts (with a view to reconceptualising the PR manager role). While the UK research found five empirical PR roles, the final parsimonious 2-factor solution accepted in the SA study was labelled the strategic public relations manager (a strategic role at the macro or societal level), and the operational public relations manager (a functional role at the middle-management level).
Communicare; Journal for Communication Sciences in Southern Africa, Jul 1, 2000
The aim of this empirical study was to determine the chief executive's role expectations of t... more The aim of this empirical study was to determine the chief executive's role expectations of the most senior manager or practitioner responsible for the corporate communication (public relations) function in the organisation, in terms of the PR strategist (a strategic role at top management level), the PR manager and the PR technician. A conceptualisation of the role of PR strategist preceded the empirical study, differentiating it from the historical roles of PR manager and PR technician. The most important finding was that CEOs in the sample empirically verified the conceptualised role of the PR strategist. In view of the findings of the Excellence Study that shared expectations between top management and the corporate communication manager should exist for an organisation to achieve excellent communication (Dozier, Grunig & Grunig 1995), this study made an important contribution by establishing a benchmark regarding CEO expectations of the most senior manager responsible for the corporate communication function.
Communicare: Journal for Communication Studies in Africa, Nov 10, 2022
Although the concept 'organisation-stakeholder relationship (OSR)' is not new and has been resear... more Although the concept 'organisation-stakeholder relationship (OSR)' is not new and has been researched extensively in the literature, few attempts have been made to critically analyse existing viewpoints and propose a unified conceptual framework. The main research problem of this paper is to address this lack of a commonly accepted conceptual framework for organisational stakeholder relationships. This is done through a critical analysis of the different perspectives and existing conceptual frameworks, using a qualitative method whereby strategic stakeholder identification, OSR development, and OSR maintenance are integrated to propose a conceptual framework, subsequently termed SISOSR, for building organisation-stakeholder partnerships (OSPs) with strategic stakeholders. This article is structured as follows: Firstly, the key concepts are defined; secondly, the building blocks of the framework are presented based on sound theoretical constructs; and. thirdly, the SISOSR framework is graphically presented and discussed to elaborate on the proposed process of OSR building, followed by concluding arguments.
Communicare: Journal for Communication Studies in Africa, Oct 31, 2022
The aim o f t h i s research i s t o provide a meta-theoretical framework for t h e conceptualisa... more The aim o f t h i s research i s t o provide a meta-theoretical framework for t h e conceptualisation of the role of the corporate communication strategist. The latter has previously been conceptualised by the author as a role at the top management or macro level of the organisation. It entails gathering, interpreting and disseminating strategic intelligence on stakeholders and issues amongst decision-makers (obtained by means of environmental scanning)t o be used as input i n the organisation's strategy formulation processes. The problem addressed i n this research is the changing role of business i n society and how the corporate communication function could assist the organisation i n achieving a balance between commercial imperatives and socially responsible behaviour. Seven approaches t o the role of business i n society are identified and discussed. It is suggested that the meta-theoretical approach t o the conceptualisation of the role of the strategist is a synthesis of six of these approaches, namely the social responsibility/ethical approach, corporate social responsiveness approach, the corporate social performance approach, the stakeholder approach, the issues approach and the corporate community approach.
Communicare: Journal for Communication Studies in Africa, Oct 24, 2022
The aim of this conceptual analysis of Kuhn's paradigm theory was to explore whether the concept ... more The aim of this conceptual analysis of Kuhn's paradigm theory was to explore whether the concept of paradigm could be applied to the public relations domain-specifically with regard to concepts such as dominant paradigm, paradigm debate, paradigm struggle and scientific revolution. Based on the findings, the author suggests that the first three models of public relations are the theory that represents the origins of public relations as a (social) science; that the dominant paradigm of normal science practice in public relations is persuasion; and that alternative paradigms debated are about inter alia professionalism, ethical performance, conflict, chaos and pluralism. Furthermore, an important paradigm debate is currently taking place between eminent US scholars (relationships) and European scholars (reflection). However, the real paradigm struggle is seen to be between persuasion and two-way symmetrical communication (regarded by some as a struggle between symbolic and behavioural relationships). The author's conclusion is that public relations is currently suffering an identity crisis which could, with a number of alternative paradigms available, lead to a scientific revolution in the discipline.
Communicare: Journal for Communication Studies in Africa, Oct 31, 2022
Contents Volume 19(2)-December 2000 Editorial information Call forpapers Guidelines for submissio... more Contents Volume 19(2)-December 2000 Editorial information Call forpapers Guidelines for submission of articles Editorial Research articles B. Steyn Model for developing corporate communication strategy A. Leonard U. Stroh Transcending diversity: The communication manager as ethical/moral ombudsperson i n the postmodern organisational setting 3 5. Verwey Public relations: A new professionalism for a new millennium? Last word M. Roodt The new age and conventional communication Research forum Editorial: The changing face of public relations Editorial I n the previous editorial reference was made t o the fact that change will remain the guiding force as we move into the first decade of the new millennium. This issue of Communicare is devoted to the impact that challenges that are brought about as a result of the digital revolution and increasing globalisation w i l l have on the profession and practice of public relations. I t is clear that public relations has reached a significant turning point i n i t s evolution as a profession and that the future o f the profession depends on how well it adapts t o changes i n the new media environment and t o shifts i n economic, social and business paradigms. I n today's highly competitive business environment, with the growing influence of consumer activism on business behaviour and more public attention focussed on business actions and their consequences than ever before, public relations has the opportunity t o become one o f the key management disciplines o f the future. vi Communicare 19(2)-December 2000 professional conduct. It can not be begged, borrowed or stolen. In future, it will only be the ability of PR professionals to develop an ethical and value driven purpose and action that will foster increased recognition of their leadership role.
The objective of this qualitative pilot study was to develop a model to be used by a development ... more The objective of this qualitative pilot study was to develop a model to be used by a development agency in formulating communication strategy for community development, providing direction to development communication (DC) specialists/facilitators to play a more strategic role in the development process. Based on the findings of a literature study on communication strategy for development, as well as a case study on The Heifer Project-South Africa, the researchers suggest that an existing model for developing corporate communication strategy (Steyn 2000a) can be used for this purpose. A major insight that emerged from the study was that the existing model for developing corporate communication strategy might also be applied in another context (with slight adaptations in terminology), namely to formulate 'corporate' communication strategy for the community I action group involved in the development project-more aptly to be called 'development' communication strategy. Such a strategy would make the participatory approach to development, and especially the participatory communication approach, even more 'participatory', since the strategic information on issues and stakeholders will be provided by the community and its designated communicator (s) themselves. 3.2 Development theories and the role of communication Narula & Pearce (1986) categorised the development theories and models that have influenced Third World development projects into four types.
Strategic management theory differentiates between enterprise, corporate, business-unit, function... more Strategic management theory differentiates between enterprise, corporate, business-unit, functional and operational strategy. With reference to these strategy levels, corporate communication strategy is conceptualised as a functional strategy, providing focus and direction to the corporate communication function. Acting as a framework for the communication plans developed to implement the strategy, it makes the corporate communication function relevant in the strategic management process by providing the link between the organisational mission and communication plans. Corporate communication strategy is seen to be the outcome of a strategic thinking process by senior communicators and top managers taking strategic decisions with regard to the identification and management of, and communication with, strategic stakeholders (Steyn 2000a).
This study analyses messages within corporate web pages as physical indicators of the following: ... more This study analyses messages within corporate web pages as physical indicators of the following: the extent to which sampled companies provide information communication technology (ICT) to the South African society in terms of geographical spread; the types of ICTs they provide; the Strategy (SAITIS) Baseline Studies, conducted under the project management of the Canadian International Development Research Centre (IDRC). The SAITIS Baseline Studies aimed to provide an overview of the status of information and communication technology (ICT) in South Africa (James 2000). Amongst other findings, the SAITIS Baseline Studies reported that over 80% of the 456 organisations (IT vendors and users) that responded to its national study, indicated that they did not invest in any IT social responsibility projects during the last year. Furthermore, that only 15% of South African information technology (IT) companies spent over R 50 000 on IT social responsibility projects (James 2000). Although the provision of ICTs is crucial to the socioeconomic development of the country, there seems to be little interest or awareness in the private sector of creating universal access to ICTs.
This article introduces a South African (SA) research stream on the strategic role of public rela... more This article introduces a South African (SA) research stream on the strategic role of public relations (PR). (a) The PR strategist role is conceptualized and verified in SA, together with the (redefined) PR manager and technician roles. (b) A comparative analysis of these roles and three of the four European Body of Knowledge (EBOK) roles (reflective, managerial, and operational) indicates conceptual similarity. (c) The PR strategist role index is broadened to incorporate the EBOK reflective role, and the new EBOK role (PR educationist) is conceptualized and operationalized as an educational and counseling role. All four EBOK roles are measured and verified in Company X in SA. (d) The refined instrument is used in another study to measure the roles of PR strategist, manager, and technician in South and East Africa. Two roles are verified, the PR strategist (including a reflective dimension) and a combined manager/ technician role. Based on the findings of these studies, the PR strategist is relabeled reflective strategist, an important new role in South (and East) Africa that is centered on strategic reflection.
Communicare: Journal for Communication Studies in Africa, Oct 31, 2022
The aim of this empirical study was to determine the chief executive's role expectations of the m... more The aim of this empirical study was to determine the chief executive's role expectations of the most senior manager or practitioner responsible for the corporate communication (public relations) function in the organisation, in terms of the PR strategist (a strategic role at top management level), the PR manager and the PR technician. A conceptualisation of the role of PR strategist preceded the empirical study, differentiating it from the historical roles of PR manager and PR technician. The most important finding was that CEOs in the sample empirically verified the conceptualised role of the PR strategist.
PurposeThe purpose of this paper is to argue that academics should have an intimate understanding... more PurposeThe purpose of this paper is to argue that academics should have an intimate understanding of the practical problems facing the corporate communication/public relations profession.Design/methodology/approachThe paper discusses how good theory should guide research towards crucial questions and enlighten the profession.FindingsAcademics should build theory that guides research toward crucial questions to enlighten the profession. The research agenda should include macro issues such as the purpose of corporate communication in the new business paradigm; its contribution to organisational effectiveness; scope of delivery; strategy development and alignment; functional integration; return on investment; and the core competencies, processes and structures needed to enhance performance. This will create the knowledge to rectify current criticisms and fulfil top management expectations of the corporate communication function.Originality/valueThe paper highlights how theory on strategic communication management is the key to unlocking the boardroom.
Communicare; Journal for Communication Sciences in Southern Africa, Jul 1, 2009
This article reports the findings of Stage 3 of an international collaborative research programme... more This article reports the findings of Stage 3 of an international collaborative research programme, its point of departure being that public relations (PR) roles researchers have largely ignored research in the management domain in their conceptualisation of the PR manager role. (The first qualitative stage was conducted in the US and UK, and the second, quantitative stage in the UK). In the third stage, the UK study was replicated in South Africa (SA) to map and compare the main elements of management performed by PR managers working globally in a range of organisational settings and in different cultural contexts (with a view to reconceptualising the PR manager role). While the UK research found five empirical PR roles, the final parsimonious 2-factor solution accepted in the SA study was labelled the strategic public relations manager (a strategic role at the macro or societal level), and the operational public relations manager (a functional role at the middle-management level).
Communicare: Journal for Communication Studies in Africa, Oct 17, 2022
This article reports the findings of Stage 3 of an international collaborative research programme... more This article reports the findings of Stage 3 of an international collaborative research programme, its point of departure being that public relations (PR) roles researchers have largely ignored research in the management domain in their conceptualisation of the PR manager role. (The first qualitative stage was conducted in the US and UK, and the second, quantitative stage in the UK). In the third stage, the UK study was replicated in South Africa (SA) to map and compare the main elements of management performed by PR managers working globally in a range of organisational settings and in different cultural contexts (with a view to reconceptualising the PR manager role). While the UK research found five empirical PR roles, the final parsimonious 2-factor solution accepted in the SA study was labelled the strategic public relations manager (a strategic role at the macro or societal level), and the operational public relations manager (a functional role at the middle-management level).
Communicare; Journal for Communication Sciences in Southern Africa, Jul 1, 2000
The aim of this empirical study was to determine the chief executive's role expectations of t... more The aim of this empirical study was to determine the chief executive's role expectations of the most senior manager or practitioner responsible for the corporate communication (public relations) function in the organisation, in terms of the PR strategist (a strategic role at top management level), the PR manager and the PR technician. A conceptualisation of the role of PR strategist preceded the empirical study, differentiating it from the historical roles of PR manager and PR technician. The most important finding was that CEOs in the sample empirically verified the conceptualised role of the PR strategist. In view of the findings of the Excellence Study that shared expectations between top management and the corporate communication manager should exist for an organisation to achieve excellent communication (Dozier, Grunig & Grunig 1995), this study made an important contribution by establishing a benchmark regarding CEO expectations of the most senior manager responsible for the corporate communication function.
Communicare: Journal for Communication Studies in Africa, Nov 10, 2022
Although the concept 'organisation-stakeholder relationship (OSR)' is not new and has been resear... more Although the concept 'organisation-stakeholder relationship (OSR)' is not new and has been researched extensively in the literature, few attempts have been made to critically analyse existing viewpoints and propose a unified conceptual framework. The main research problem of this paper is to address this lack of a commonly accepted conceptual framework for organisational stakeholder relationships. This is done through a critical analysis of the different perspectives and existing conceptual frameworks, using a qualitative method whereby strategic stakeholder identification, OSR development, and OSR maintenance are integrated to propose a conceptual framework, subsequently termed SISOSR, for building organisation-stakeholder partnerships (OSPs) with strategic stakeholders. This article is structured as follows: Firstly, the key concepts are defined; secondly, the building blocks of the framework are presented based on sound theoretical constructs; and. thirdly, the SISOSR framework is graphically presented and discussed to elaborate on the proposed process of OSR building, followed by concluding arguments.
Communicare: Journal for Communication Studies in Africa, Oct 31, 2022
The aim o f t h i s research i s t o provide a meta-theoretical framework for t h e conceptualisa... more The aim o f t h i s research i s t o provide a meta-theoretical framework for t h e conceptualisation of the role of the corporate communication strategist. The latter has previously been conceptualised by the author as a role at the top management or macro level of the organisation. It entails gathering, interpreting and disseminating strategic intelligence on stakeholders and issues amongst decision-makers (obtained by means of environmental scanning)t o be used as input i n the organisation's strategy formulation processes. The problem addressed i n this research is the changing role of business i n society and how the corporate communication function could assist the organisation i n achieving a balance between commercial imperatives and socially responsible behaviour. Seven approaches t o the role of business i n society are identified and discussed. It is suggested that the meta-theoretical approach t o the conceptualisation of the role of the strategist is a synthesis of six of these approaches, namely the social responsibility/ethical approach, corporate social responsiveness approach, the corporate social performance approach, the stakeholder approach, the issues approach and the corporate community approach.
Communicare: Journal for Communication Studies in Africa, Oct 24, 2022
The aim of this conceptual analysis of Kuhn's paradigm theory was to explore whether the concept ... more The aim of this conceptual analysis of Kuhn's paradigm theory was to explore whether the concept of paradigm could be applied to the public relations domain-specifically with regard to concepts such as dominant paradigm, paradigm debate, paradigm struggle and scientific revolution. Based on the findings, the author suggests that the first three models of public relations are the theory that represents the origins of public relations as a (social) science; that the dominant paradigm of normal science practice in public relations is persuasion; and that alternative paradigms debated are about inter alia professionalism, ethical performance, conflict, chaos and pluralism. Furthermore, an important paradigm debate is currently taking place between eminent US scholars (relationships) and European scholars (reflection). However, the real paradigm struggle is seen to be between persuasion and two-way symmetrical communication (regarded by some as a struggle between symbolic and behavioural relationships). The author's conclusion is that public relations is currently suffering an identity crisis which could, with a number of alternative paradigms available, lead to a scientific revolution in the discipline.
Communicare: Journal for Communication Studies in Africa, Oct 31, 2022
Contents Volume 19(2)-December 2000 Editorial information Call forpapers Guidelines for submissio... more Contents Volume 19(2)-December 2000 Editorial information Call forpapers Guidelines for submission of articles Editorial Research articles B. Steyn Model for developing corporate communication strategy A. Leonard U. Stroh Transcending diversity: The communication manager as ethical/moral ombudsperson i n the postmodern organisational setting 3 5. Verwey Public relations: A new professionalism for a new millennium? Last word M. Roodt The new age and conventional communication Research forum Editorial: The changing face of public relations Editorial I n the previous editorial reference was made t o the fact that change will remain the guiding force as we move into the first decade of the new millennium. This issue of Communicare is devoted to the impact that challenges that are brought about as a result of the digital revolution and increasing globalisation w i l l have on the profession and practice of public relations. I t is clear that public relations has reached a significant turning point i n i t s evolution as a profession and that the future o f the profession depends on how well it adapts t o changes i n the new media environment and t o shifts i n economic, social and business paradigms. I n today's highly competitive business environment, with the growing influence of consumer activism on business behaviour and more public attention focussed on business actions and their consequences than ever before, public relations has the opportunity t o become one o f the key management disciplines o f the future. vi Communicare 19(2)-December 2000 professional conduct. It can not be begged, borrowed or stolen. In future, it will only be the ability of PR professionals to develop an ethical and value driven purpose and action that will foster increased recognition of their leadership role.
The objective of this qualitative pilot study was to develop a model to be used by a development ... more The objective of this qualitative pilot study was to develop a model to be used by a development agency in formulating communication strategy for community development, providing direction to development communication (DC) specialists/facilitators to play a more strategic role in the development process. Based on the findings of a literature study on communication strategy for development, as well as a case study on The Heifer Project-South Africa, the researchers suggest that an existing model for developing corporate communication strategy (Steyn 2000a) can be used for this purpose. A major insight that emerged from the study was that the existing model for developing corporate communication strategy might also be applied in another context (with slight adaptations in terminology), namely to formulate 'corporate' communication strategy for the community I action group involved in the development project-more aptly to be called 'development' communication strategy. Such a strategy would make the participatory approach to development, and especially the participatory communication approach, even more 'participatory', since the strategic information on issues and stakeholders will be provided by the community and its designated communicator (s) themselves. 3.2 Development theories and the role of communication Narula & Pearce (1986) categorised the development theories and models that have influenced Third World development projects into four types.
Strategic management theory differentiates between enterprise, corporate, business-unit, function... more Strategic management theory differentiates between enterprise, corporate, business-unit, functional and operational strategy. With reference to these strategy levels, corporate communication strategy is conceptualised as a functional strategy, providing focus and direction to the corporate communication function. Acting as a framework for the communication plans developed to implement the strategy, it makes the corporate communication function relevant in the strategic management process by providing the link between the organisational mission and communication plans. Corporate communication strategy is seen to be the outcome of a strategic thinking process by senior communicators and top managers taking strategic decisions with regard to the identification and management of, and communication with, strategic stakeholders (Steyn 2000a).
This study analyses messages within corporate web pages as physical indicators of the following: ... more This study analyses messages within corporate web pages as physical indicators of the following: the extent to which sampled companies provide information communication technology (ICT) to the South African society in terms of geographical spread; the types of ICTs they provide; the Strategy (SAITIS) Baseline Studies, conducted under the project management of the Canadian International Development Research Centre (IDRC). The SAITIS Baseline Studies aimed to provide an overview of the status of information and communication technology (ICT) in South Africa (James 2000). Amongst other findings, the SAITIS Baseline Studies reported that over 80% of the 456 organisations (IT vendors and users) that responded to its national study, indicated that they did not invest in any IT social responsibility projects during the last year. Furthermore, that only 15% of South African information technology (IT) companies spent over R 50 000 on IT social responsibility projects (James 2000). Although the provision of ICTs is crucial to the socioeconomic development of the country, there seems to be little interest or awareness in the private sector of creating universal access to ICTs.
This article introduces a South African (SA) research stream on the strategic role of public rela... more This article introduces a South African (SA) research stream on the strategic role of public relations (PR). (a) The PR strategist role is conceptualized and verified in SA, together with the (redefined) PR manager and technician roles. (b) A comparative analysis of these roles and three of the four European Body of Knowledge (EBOK) roles (reflective, managerial, and operational) indicates conceptual similarity. (c) The PR strategist role index is broadened to incorporate the EBOK reflective role, and the new EBOK role (PR educationist) is conceptualized and operationalized as an educational and counseling role. All four EBOK roles are measured and verified in Company X in SA. (d) The refined instrument is used in another study to measure the roles of PR strategist, manager, and technician in South and East Africa. Two roles are verified, the PR strategist (including a reflective dimension) and a combined manager/ technician role. Based on the findings of these studies, the PR strategist is relabeled reflective strategist, an important new role in South (and East) Africa that is centered on strategic reflection.
Communicare: Journal for Communication Studies in Africa, Oct 31, 2022
The aim of this empirical study was to determine the chief executive's role expectations of the m... more The aim of this empirical study was to determine the chief executive's role expectations of the most senior manager or practitioner responsible for the corporate communication (public relations) function in the organisation, in terms of the PR strategist (a strategic role at top management level), the PR manager and the PR technician. A conceptualisation of the role of PR strategist preceded the empirical study, differentiating it from the historical roles of PR manager and PR technician. The most important finding was that CEOs in the sample empirically verified the conceptualised role of the PR strategist.
PurposeThe purpose of this paper is to argue that academics should have an intimate understanding... more PurposeThe purpose of this paper is to argue that academics should have an intimate understanding of the practical problems facing the corporate communication/public relations profession.Design/methodology/approachThe paper discusses how good theory should guide research towards crucial questions and enlighten the profession.FindingsAcademics should build theory that guides research toward crucial questions to enlighten the profession. The research agenda should include macro issues such as the purpose of corporate communication in the new business paradigm; its contribution to organisational effectiveness; scope of delivery; strategy development and alignment; functional integration; return on investment; and the core competencies, processes and structures needed to enhance performance. This will create the knowledge to rectify current criticisms and fulfil top management expectations of the corporate communication function.Originality/valueThe paper highlights how theory on strategic communication management is the key to unlocking the boardroom.
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