An assessment of the role of public relations specialists in strategic decision making and enterprise strategy formulation in large corporations

Abstract

This dissertation discusses the institutionalisation of public relations at executive level in large organisations and has been applied to a selection of the top 100 companies listed on the Johannesburg Stock Exchange (JSE) in South Africa. Based on an examination of current literature on public relations as a strategic management function, the study determines what the requirements are for practising public relations as a strategic management function in large organisations and what the potential contributions of senior public relations practitioners towards strategic decision making and strategy formulation in large organisations are. Current and recent literature provides a conceptual framework based on the premises that organisations have much to gain by involving senior practitioners when top management are making decisions and formulating strategies. The conceptual framework covered the evolution of public relations, excellence theory, the dominant coalition, the relational approach, the reflective paradigm, roles theory, the strategic role of public relations, and public relations’ role in strategic decision making. The primary objective of the research was to determine to what extent senior public relations practitioners are involved in strategy formulation and decision making in large organisations. A qualitative research methodology was adopted, and in-depth interviews were conducted with ten senior public relations practitioners employed in top 100 companies listed on the JSE to gather qualitative data. The data was coded and analysed according to the conceptual framework. The findings shed light on the current practice of public relations among ten public relations practitioners employed in top 100 companies listed on the JSE. The findings of the research indicate that the sampled public relations practitioners do contribute to strategic decision making and enterprise strategy formulation in a selection of the top 100 companies listed on the JSE in South Africa, to a large extent. The theoretical constructs do not simply exist in theory; they are implemented in practice within the sample of large organisations. The findings also give an indication of the barriers the ten participating senior public relations practitioners face that prevent their making a strategic contribution to their organisations, and recommendations are offered to overcome these barriers. The researcher concluded that academics and practitioners need to work together to further promote and institutionalise the public relations industry in large organisations in order to overcome the barriers that militate against public relations practitioners making strategic contributions to their organisations.