African Renaissance

ISSN: 1744-2532 (Print) ISSN: 2516-5305 (Online)

• Indexed at: EBSCO, ProQuest, J-Gate and Sabinet

• Accredited by IBSS and SCOPUS

Special Issue December, 2018

pp 67 – 82

Corporate Social Responsibility Communication: An

exclusive role of Public Relations
DOI: https://doi.org/10.31920/2516-5305/2018/sin1a4

Eyitayo Francis Adanlawo

Department of Communication Science,
University of Zululand, South Africa
&
Mike Megrove Reddy
Department of Communication Science,
University of Zululand, South Africa

Abstract
Arguments have generated over who is best to communicate Corporate Social
Relationship activities of business organisations and what technique would be
the best in assigning organisational CSR activities. Public relations (PR) cultivate
relationships between an organisation and general society through dialogue and
negotiation. A public relations professional as strategic communicator currently
fills in as prescriber of recommended communication strategies to propel the
fundamental mission of business organisations to its publics. This study
answered the above questions, based on the premise that PR as management
function is where the officer acts as an intermediary by reporting CSR activities
of an organisation to its publics. The Excellence Theory in Public Relations is
used to analyse the functions of Public Relations in the communication
(reporting) of CSR activities. The study is concluded on CSRcommunication
(reporting) as an exclusive role of PR.

Key Words: CSR, PR, PRP, Communication, Excellence Theory in PR, Media.

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Introduction
Arguments have been generated over who is best to communicate
Corporate Social Relationship activities of business organisations and
what technique would be the best in assigning organisational CSR
activities. According to Buhanita (2015), the heart of implementing
corporate social responsiveness is the function of PR. Public relations,
proficient as key communicator presently fills in as prescriber of commu
nication techniques to propel the principal mission ofbusiness organisati
ons (Ertem Eray, 2016). Further to this, Reynolds (2003) posits that CSR
reporting is the responsibility of PR since it is a management function,
which interacts with local community and society as a whole with the
best interests of their companies in mind. Currently, business
organisations seek the services of CSR experts in conveying their
Corporate Social Initiatives (CSI) to the publics.
Since there has been an increased awareness on CSR, corporations
and organisations have been encouraged by public and government to
participate in corporate community initiatives, corporate philanthropy
endeavours, and have broad public policies designed (Pinkston & Carroll,
1996).
As CSR is a product of relationship between organisation and the
public; PR’s role is to develop relationships between an organisation and
the public through dialogue and negotiation. This role is easily performed
by PRP, because they have specialised qualifications within this area of
study, and the role within the organisation. A PR specialist has a
professional and social responsibility which involves developing the
society around their organisation, and to hold a worldview which is
harmonious with the honourable fabric of indigenous societies around
their organisations.
This study explores the Public Relations Practitioners’ (PRP) role in
the dissemination of information on CSR activities of business
organisations to their publics. Specifically, it will examine how PRPs
report CSR and analyse the content in which CSR is embedded. It also
provides various methods of communication technologies which can be
used by PRPs to improve on reporting of CSR activities. In so doing;
Excellence Theory is used to analyse the exclusive role of PR
professionals as the best prescribers of CSR activities of any business
organisation.

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Communication of CSR activities

CSR reporting is defined as how certain groups within a community or

society as a whole receive communication from an organisation in
regards to their social and environmental activities (Campbell, 2004; Gray
et al., 2001). Nwagbara and Ugwoji (2015) state that CSR reporting is
regarded as an instrument which allows a corporation to reply to
stakeholders which require transparency and answerability; this will show
if their corporate d from them so as to determine if they are responsible
and trustworthy in their corporate transactions are legit.
Williams (2008) adds that CSR reporting is a careful, sensible, and
official release of voluntary or important information in regards to the
organisations social activities.
As indicated by Young and Marais (2011), CSR reporting is the
discourse which happens between an organisation and its stakeholders.
Similarly, CSR is viewed as a sensible way of maintaining relations with
the business organisation publics. Chiu and Sharfman (2011) assert that
business organisations are roused to attempt socially mindful activities
and impart these to accomplish high perceivability and react to the
ceaseless checking of their society and stakeholders.
From the authors’ point of view (Gray et al., 2001; Campbell, 2004;
Young & Marais, 2011), we believe that communication of CSR activities
is a way of creating and sustaining relationship between a business and its
various stakeholders. The question now remains, who is best to perform
this crucial role?

Public Relations Professional as Strategic Communicator of

CSR

PR is regularly viewed as the managerial taskwhere the expert fills in as

an intermediary between a business and its publics (Newsom et al. 2010;
Scott, 2007). The aim of PRP is to make and keep up a positive picture
and in addition to create a solid and unchanging connection with
stakeholders (Newsom et. al., 2010; Scott, 2007). The main duty of a PRP
is to monitor a relationship that is built with the organisation’s
stakeholders. We are of the opinion that PRP as relationship builders,
spanning the control of a business organisation, looks within and outside
of an organization. PR specialists are the mediators, reporting the
business organization to its publics and interpreting the society to the
business organisation. PRPs prompt the essential management about

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challenges and opportunities in the society and help the management to

respond to these challenges. With this, we feel that PRPs could manage
communications more viably by distinguishing particular publics within
stakeholder groups.
Public communication which is used by PR is linked to their
responsibility to society. Such types of responsibilities and
accountabilities involve the use of proper communication, and also the
attending accentuation on two-way communication and discussion with
the public sector (Coombs &Holladay, 2015). A PR specialist’s duty is to
help the business to realise and outline the excellence of its mission with
a specific end goal. The role of PR is to seek and pursue present public
interest in regards to the community, so that their initiatives are aligned
(Mackey, 2014).
PRPs endeavour to influence stakeholders to acquire new
information, to change feelings, and to act in specific ways. According to
Pfau and Wan (2006) persuasion is “the utilization of correspondence
trying to shape, change, as well as strengthen discernment, influence
(emotions), comprehension (considering) as well as conduct”. PRP as a
strategic communicator makes use of CSR communication to persuade
audiences by influencing their emotions and feelings towards the best
organisation. It is the belief of PR experts in using CSR as a strategy;
attract more customers to the business organisation.
Plowman (2007) identifies two extensive roles in PR: the expert and
the manager. The expert part signifies the specialty aspect of advertising:
composing, altering, grasping photographs, taking care of
communication production, event management, and making phone calls
to the various media houses. Such exercises centre round the execution
of the management’s general communication techniques. The manager
aspect centres around exercises that recognize and take care of
communication issues. PR managers prompt senior managers about
communication needs and are responsible for comprehensive
organisational results. These three basic roles are carried out by a PR
manager:
In order to play out every one of the three parts, much relies upon the
learning of the individual supervisor. In the event that managers can
convey both director and specialized capacities, they accomplish higher
status in hierarchical basic leadership. PR experts cannot hope to
accomplish a seat at the table where they can impact accomplish of
advantageous relationship with publics, except if they perform the two

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parts. They particularly should execute the manager duty, such that
management will accomplish its goal through public relations effort.

Toth and Pavlik (2000) are of the opinion that PR is an important

instrument that influences the meaning of communication in developing
relationships. As indicated, CSR is a product of relationship. For business
organisations to indulge in feasible and sustainable CSR activities, the
course of the relationship and the decisions of communication
techniques ought to be painstakingly decided. Hung (2002) asserts that
one basic method for understanding the relationship technique definition
can be through the focal points of corporate communication systems and
relationship procedures.
The roles within PR
The two major roles within PR are communication technicians and
communication managers. The communication technicians post is an
entry level post. They are responsible for writing feature articles,
speeches, press release, and assist in blogs, websites and the social media
generally. Such individuals will maximise the various forms of
communication at their disposal; from interpersonal communication,
emails and social media, showing the vital role technology plays within
the PR department. The other major role is that of the communication
manager. Roberts (2004) affirms that “the broad term ‘communication
manager’ includes several similar public relations positions: expert
consultant, problem-solving facilitator, and communication liaison. As a
problem-solver facilitator, they are responsible to identify and solve
problems within the organisation by working with other managers.
Broom and Smith (1979) states “only by involving the stakeholders in
each activity taken by business organisation can the PRPs expect the
project to remain relevant to stakeholders’ need and acceptable in the
society.”
PR Strategic Function
As indicated by Steyn and Puth (2002), the key capacity of PR experts
constitutesproviding nourishing insights into the corporate venture
procedure, and upgrading techniques detailing through observing and
assembling data on key partner concerns, desires, qualities, standards and
issues. This part is compared to a mirror work executed by top
management, for example, official executives at a societal or corporate

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level. A PR strategic role adopts an outward-inward strategy in upgrading

technique advancement. The inside and outside condition is checked and
important data is assembled and traded in order to see either new
advancements or foresee outer results or patterns which may affect the
general business technique and condition (Stockholm Accords Reports,
2010).
Moss et al. (2001) avow that the function of PR is to liaise and
translate the setting in which businesses strive towards the alluded
condition. Such capacity helps the business to adjust, coordinate, or
enhance both the viability and the effectiveness of their business system
advancement, to meet partner desires and guarantee their future
presence. Howell and Beck (2005) affirm that PR is a key unit that
incorporates business works and adjusts correspondence messages with
the key situating of the association.
Tench, Verhoeven and Zerfass (2009) affirm that by embracing
strategic function, PR experts are positioned in a place of guiding
business management. In addition, affecting choices and planning of
techniques to react to community requests that positively affect the
corporate procedure. From this point of view, the key part remains
critical in maintaining relationship with every recognized stakeholder.
Hence, take note that ideas, for example, shared significance, discourse,
trust, common advantage, tuning in, social capital, joint effort and
commonality are at the focal point of best administration discussions, as
they all stress relationship building (Heath, 2001; Smith, 2009). This
features the criticality of PR in stakeholder relationship-building and
accomplishing business organisation’s objectives
PR Managerial Function
Steyn and Puth (2002) stipulate managerial function of PR to comprise
of planning approach and corporate communication procedures, and in
addition actualizing corporate administration standards. Guth and Marsh
(2007) support that PR managers are involved in management of issues,
and checking, assessing and leading communication reviews on how well
the business is accomplishing the set objectives. PR managerial function
is further clarified by Steyn and Puth (2002) as basic in deciding the
course of planning and support for various hierarchical capacities and in
addition stakeholder groups; for example, the media, representatives,
speculators, the legislature and the network. In such manner, PR
directors incorporate here and now as well as long haul communication

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systems and destinations; such assistance accomplishes supportable

connections and adjusts goals for the business and its stakeholders.
PR Technical Function
This specialized capacity is another level of PR, which guarantees the
usage of organisational activities through public relations techniques. The
accentuation of this level is to support the managerial activities that affect
the general hierarchical picture and qualities in the stakeholder condition
(Steyn, 2003). Also, Steyn and Puth (2000) express that inventive
correspondence designs, such as how exchange or exercises with partners
should happen, are executed at this level adopting a back-to-front
strategy. Dozier et al. (1995) maintain that vital stakeholders are
recognized and particular messages are made and intended to achieve the
expected partnership. Moreover, PR experts assess the adequacy of these
executed strategic plans and keep the management informed (Steyn and
De Beers 2012). Composing and creating official statements, keeping up
media contacts, altering bulletins, composing discourses, masterminding
gatherings and creating web data are basic strategic exercises in this part
(Cutlip, Center & Broom, 2006).
Argenti and Barnes (2009) posit that new media communication has
modified overseeing relationships with PR. Wright and Hinson (2009)
affirm that the use of social media sites has empowered PR professionals
to dialogue viably with an assortment of external and internal groups of
stakeholders.
New Technology/Social Media used by PR Professionals
Usage of websites currently is regarded to be the PR’s first sustainable
communication approach that permits integrated two-way
communication between the organisation and their stakeholders. Certain
PR scholars describe websites as uni-directional - the essential objective
being to diffuse information to present a particular corporate image to
organisational stakeholders. Contemporary PR experts hold onto new
technologies, for example, websites to construct and dialogic
communication (Taylor & White, 2000). Websites are seen as a
fundamental apparatus for imparting authoritative duties and the ability
to communicate through sites is of high significance (Ki & Hon, 2006).
The creators insist up that availability ought to be additionally
accomplished through relational gatherings and different locales that
advance input and access. This will help accomplish the most out of two-

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way dialogic communication between top management and necessary

stakeholders.
Hill and White (2000) designate websites as a two-way communication
device that can create and build relationships by enabling interaction and
dialogue between the business and its various stakeholders. Jung Ki and
Hon (2006) suggest that websites should contain contact details such as
“telephone numbers and electronic mail and physical addresses”, as these
will serve as an opportunity for business organisations to have the power
to influence, give and receive feedback from their various stakeholders.
Social media as a subsidiary of Internet is taking a central role in enabling
two-way dialogical communication. In this regard, Qualman (2012)
avows that social media sites are able to sustain communication and
relations among the business and publics due to its instant feedback
features. The author believes that this puts organisations at an advantage
in the strategic management of communication. Social media is widely
viewed as a channel where corporates converse with their stakeholders;
at the same time linking stakeholders with each other and thus creating
unregulated public conversations without the restricted use of words
(Mangold and Folds, 2009).
The Internet also substantially affects PR practices. Corporate sites are
being propelled on the Internet as a correspondence system of attracting
stakeholders (Penning, 2011). Bottcher (2005) stipulates that the Internet
opens doors for stakeholders to discover information independently
without contacting the business organisation or attending meetings. Most
business organisations in developing nations are propelling PR sites with
a rundown of frequent inquiries (e.g. Microsoft). PR site pages
incorporate email addresses to which stakeholders may submit additional
inquiries and buy in to PR specialist information. PR experts are in
charge of finding the responses to stakeholders’ inquiries and answering
these email questions. Also, some PR website pages contain
downloadable information and reports (Dallara, 2001), yet the legitimacy
of the information on PR pages is addressed and could be out-dated and
unreliable. This calls for lucidity with respect to how PR sites are vital in
relationship building.
Asur and Huberman (2010) mention some notable social channels
being used by business organisations to include Myspace, Twitter, and
Facebook with chat rooms and discussion forums, corporate blogs and
YouTube. In some business organisations, social media is used to
provide services to clients, advocating as well as raising organisational

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profiles. In these cases, social media can be useful in engaging and

creating dialogue with stakeholders’ relations constituencies and
supplementing other traditional channels.
It is clear that these relationship strategies can afford organisation
opportunities to build unique and engaging approaches to relationship
management that sustain a strong corporate brand (Van Riel and
Fombrun, 2007). Since these strategies are built from a symmetrical
perspective, dialogic relationships can generate interest, mutual
understanding and a shared reality between the organisation and its
stakeholders (Aula & Mantere, 2008).
Since public organisations and strategic communication professionals
are a key tenet of corporate governance activities (King III Report,
2009), PR knowledge remains critical in developing communication
business strategies through research, monitoring, content writing, and
implementing management decisions that demonstrate commitment to
stakeholder interests (CSR), and in turn influence relationships.
According to Falconi (2009), the governance of stakeholder
relationships, particularly reporting, is the new global frontier of
communication management in influencing financial prospects and
economic objectives, and meeting stakeholder expectations. Nieman,
Meintjes and Grobler (2014) support that reporting of the company
business activities and endeavours provide stakeholders with access to
such information within an appropriate time and ensure such
information is available continuously and long before any reports are
published (JSE SRI, 2014). This means that to create value proposition,
communication practices and actions should form part of strategy
development and governance as a way of activating stakeholder
responsive approaches. PR professionals are in the best position to make
it happen.
The Excellence Theory in Public Relations and its Application
The study will use the Excellence Theory as its theoretical framework.
The Excellence Theory is basically a general theory of PR. It came about
from studies over a timeframe of 15 years which looked at the best
communication practice (Encyclopaedia of Communication, n.d). The
term Excellence Theory was given to unified theories that were
developed in the 1970s and 80s. The theory was proposed to create
another way in dealing with public relations, itemizing to PR experts
what business organisations must have (both in desires and qualities) so

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as to be outstanding and how to convey those same ideas. The resultant

attributes of amazing PR programmes take a gander at all levels of
business: program, departmental, authoritative, and societal, alongside
the coveted impacts of excellent public relations practice. These
attributes not just present the Excellence Theory as a standardizing belief
system, yet in addition as an emancipatory framework that takes a stab at
populist open doors for all publics.
The Excellence Theory identified the role of PR in relation to
business organisation and public with regards to social responsibility.
This is when it becomes a management decision, as well as the nature of
the business with its publics. In order to sustain any business, as
prescribed by Excellence Theory, it must consider the business
stakeholders as well as the management. For business to behave socially,
it needs to identify its various stakeholders that could be persuaded by
management preference. On the other hand, business needs to make
decisions on issues and also resolve issues that are unacceptable to them.
To achieve this, there must be constant interaction between the business
and its stakeholders in order to improve efficiency, and long-lasting
relationships.
In the light of this hypothetical introduction on the estimation of PR,
the Excellence Theory determined criteria for capacity to be composed
to expand this esteem. First, the relationship that exists between the
business and their various stakeholders, demonstrates the essential role
of public relations. To function effectively and with excellence, dialogic
communication, which is based on two-way symmetrical communication,
is important in identifying and engaging stakeholders (Kent & Taylor,
2002). The authors suggest that through dialogue and negotiation,
organisations and their stakeholders can reach mutuality, reciprocity,
involvement and openness in addressing concerns. This means that PR
professionals and stakeholders should prioritise PR to build trust and
confidence (Thulkanam, 2014).
The Excellence Theory holds that PR contributes an incentive to
business by creating and developing astounding relationships with the
vital parts of the institutional condition of a business and that the
viability of PR practice can be assessed by estimating the nature of these
relationships (Grunig, 2013).
Two-way Asymmetrical Model is the two-way persuasive asymmetrical
communication. Two-way asymmetrical communication utilizes social
logical influence to impact the dispositions and activities of key

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stakeholders. Its two-way approach underpins a criticism circle to enable

PR experts to monitor their persuasive communication, the production
of their persuasive messages and the ramifications of their messages on
others. Moreover, the feedback loop of asymmetrical model enables PR
experts to evaluate the related advantages and expenses to those outside
of the business organisation and make essential moral adjustments.
The model further represents the ethical advancement of PR from
self-intrigue way to deal with one that fuses a worry for others in its
activities contrasted with press agentry model. The model utilizes
acquired information as a weapon of controlling, overwhelming and
affecting publics to recognize organisational perspectives and to lobby
the publics to line up with the management objectives without changing
any of its activities.
Moreover, two-way symmetrical communication becomes possibly the
most important factor in adjusting the interests, and overseeing a
challenge between the business and its stakeholders. It eradicates the
social gap when there are contrasts, by creatinga win-win situation
(Grunig et al., 2002). Additionally, observation by Hon and Grunig
(1999) proposes that PR has the ability to tune in, respond, react to and
modify the practices of the predominant alliances. That ability to listen is
basic to relationship building, especially with business and its publics. In
such manner, PR and its relationship-building force ought to be seen as
skilful in maintaining security and setting up shared results between a
business organisation and its publics.
This theory does not propose the significance of knowing every single
hierarchical partner, however they show the criticality of understanding
society with different partners. A general agreement noted in the partner
models displayed here is that not all partners have similar qualities and
they are not equally vital. Henceforth, a technique of separating them
through categorisation before commitment is focal in PR, business
operations, and in guaranteeing that partner concerns are not
disregarded. Especially when factors, for example, the globalization of
monetary markets, corporates' poor execution, and full-scale financial
issues could affect the authoritative partner relationship. Closer
relationship with a wide cluster of corporate partners is one part of
critical thinking, and fabricating and looking after connections.
Villittis and Charitou (2012) avow that information asymmetry makes
“an unfavourable determination cost in the exchange amongst dealers
and purchasers of a company's offers”. This affects the valuation of

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business and can cause bad reputation (Villittis & Charitou 2012). The
author declares that inability to adjust to the communication of CSR
activities can limit PR specialist partners' comprehension of the corporate.

Conclusion
Interest in CSR could presumably be attributed to the idea that
stakeholders are seeking to enter into long-term strategic relationships
with companies not susceptible to regulations. Being susceptible to
regulations influences efficiency gains such as the share value of a
company, and businesses are generally profit driven (Freeman et al.,
2010; Hoffmann & Fieseler, 2012). From an organisational perspective,
CSR can be interpreted as shifting the corporate strategy from being
shareholder-centric and oriented to owners’ satisfaction, to establishing
strategic networks and strategic dialogue with a wider stakeholder
spectrum (De Beer and Rensburg 2011).
However, while it is evident that CSR information and activities are
critical and linked to financial performance, an understanding as to which
credible CSR information and activities stakeholders consider in making
investment decisions, is critical. Jamal (2008) emphasises that CSR
activities are varied with many facets which can be drawn from an
external and internal perspective of an organisation and its stakeholders.
It encompasses a wide range of issues aligned to corporate governance,
sustainable triple bottom line approaches and social welfare issues (De
Beer and Rensburg, 2011).
In this manner, it is basic for PR specialists to communicate in
monetary related terms, as well as to have the capacity to deliberately
attract various customers utilizing information that establishes an all-
encompassing feeling of the corporate. Allen (2004) compares imparting
corporate data to expanding comprehension of the corporate in the
speculator partner network, especially why they are a viable venture
prospect. Allen (2004) additionally contends that this information ought
to be sensible in satisfying management objectives.
Communicating the greater part of this communication decreases
what is named communication asymmetry. It sets an entry point for all
PR specialists to connect with management through negotiation when
looking for reasonable transaction. It is consequently basic for business
organisations to practice excellent communication practices while
drawing in stakeholders that will add up to a competitive advantage
business-public relationship. Inability to utilize the excellent theory and

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two-way symmetrical model in PR will present difficulties. We posit that

CSR is a piece of PR portfolio and instrument to build relationship with
certain groups and to flag messages to other groups in society.

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