Abstract
M.A.
Organisations which practise according to a social cultural approach to organising from a
systems perspective, as described by Buckley (1967:3), value the dynamics of interrelations and
the importance of corporate communication, in order for an environmental balance to be
maintained and an acclaimed organisational reputation to be built. By addressing the systems
theory from a process model approach and the social cultural organisational context, according
to organisational principles defined by the structuration theory tradition, the core principle of
production and reproduction of social structures is emphasised, where it is possible to recognise
the value of corporate communication as an element of the strategic management process.
Literature has indicated that in its strategic capacity, corporate communication focuses on
enhancing stakeholder relationships, facilitates an adaptive organisational structure and assists
management to align strategies with goals. Organisations are therefore encouraged to adapt to a
dynamic environment, which in turn develops a reputation based on transformation. Corporate
social investment, within this context, is perceived as a strategic corporate communication
facilitator which is practised with the aim of building relationships with communities and
ensuring attainment of environmental goals which align with internal strategies and objectives.
This study explores the corporate social investment educational initiatives of First National
Bank, who have a vision of assisting to develop a better future through the youth. Through
varied educational initiatives and corporate communication strategies designed around these
initiatives, stakeholders should gain an enhanced impression of the organisation where First
National Bank is recognised for shaping the development of South Africa in a global economy.
Therefore, the primary research objective of this study was to identify the perceptions of selected
First National Bank internal communication consultants, of corporate social investment
educational initiatives as a strategic contributor to the reputation of First National Bank. The
study assumed an overall qualitative methodological orientation; however both qualitative and
quantitative research methodologies were used. The study consisted of three phases of research.
Phases 1 and 2 were both of a qualitative nature and focused on the methodology of qualitative
content analysis and qualitative in-depth semi-structured interviews respectively, thereby
developing subjective and explanatory findings around the research objective. Phase 3 explored
the quantitative research methodology of a self-administered questionnaire, and resulted in the
production of empirical findings. Findings obtained in phase 3 were developed with the pursuit
of substantiating and verifying what had been deduced in phases 1 and 2.
From the findings yielded by this research, it is possible to surmise that First National Bank’s
corporate social investment educational initiatives do strategically contribute to the
organisational reputation, as they reflect the organisation’s ability to adapt to external influences,
and have also revealed the need to focus on stakeholder involvement as a reputation management
tool, which encourages stakeholders to make a difference to society and gain knowledge of the
organisation’s strategies and goals. Findings have also suggested that First National Bank place
emphasis on addressing corporate social investment educational initiatives from a holistic
approach, where, through unity of efforts, a favourable organisational reputation is produced. It
was perceived that alignment of organisational values with corporate social investment initiatives
improves the organisation’s long-term business opportunities, and emphasis placed on
relationship-building reflects the organisation’s desire to empower stakeholders who could assist
in transforming strategies to reach organisational goals. However, a lack of communication at
First National Bank surrounding corporate social investment was identified within this study, but
it became apparent that the organisation does have an interactive culture which aims to address
the external environment through their corporate social investment educational initiatives. This
idea reflected how the organisation aims to achieve a dynamic environmental balance which
ultimately assists the organisation in enhancing a positive reputation. This study has also
indicated that it is the strategic role of corporate communication, as a social cultural
phenomenon, to ensure that throughout every strategy implemented, the organisation is
constantly and advantageously positioned in the minds of all stakeholders.