Beruflich Dokumente
Kultur Dokumente
by
CHANTALLE SCHUTTE
in the
FACULTY OF ECONOMIC AND MANAGEMENT SCIENCES
at the
UNIVERSITY OF PRETORIA
Supervisor: MS A LEONARD
August 2009
University of Pretoria
Declaration
I declare that the Masters dissertation, which I hereby submit for the degree MCom (Communication
Management) at the University of Pretoria, is my own work and has not previously been submitted by
me for a degree at another university.
Chantalle Schutte
August 2009
Acknowledgements
Jesus, for your love and support.
Thank you for never giving up on me and teaching me that You and You alone are
the only true and lasting source of strength.
I wish to extend my sincere gratitude to the following people and institutions for their contribution to this
research script:
My supervisor Ann Leonard. Thank you for your meticulous guidance, continuous encouragement
and commitment to this project. During the completion of this degree I was faced with radical life
changes including marriage and a baby, requiring both my time and energy. Thank you for always
understanding and assuring me that this degree will be completed!
My parents. Thank you for always ensuring that I had all the opportunities to succeed in life.
My husband Christie. For providing me with the space I need to fulfil my goals in life.
My son Christopher. You are the most important reason why I completed this project. I love you and
hope that one day, when youre all grown up, the completion of this project will inspire you to live
your life with determination even when the going gets tough.
SANGONeT, a development information portal for South African nonprofit organisations, for inviting
me and my supervisor to attend and present the research project at their 2007 Conference and
Exhibition in Johannesburg. The discussions provided me with valuable information about South
African nonprofit organisation websites.
The nonprofit organisations who agreed to participate in the project. Thank you for your interest
and assistance when valuable resources such as time and personnel were limited.
Klaus Klein for assisting with langauge editing: I truly appreciate your contribution.
ii
Financial assistance
Financial assistance provided by the University of Pretoria in the form of a post-graduate bursary is
hereby acknowledged. Opinions or conclusions that have been expressed in this study are those of the
writer and must not be seen to represent the views, opinions or conclusions of the University of
Pretoria.
iii
Abstract
South Africas democratic political regime opened up a global operating environment, affecting all sectors
of the economy including the nonprofit sector. Models of sustainability have become more important than
ever, with an increased emphasis on management models in this sector.
New information and communication technologies such as the Internet and especially website technology
have produced a challenging need for communication management paradigms. Operating within a context
of increasing uncertainty may lead to nonprofit organisations looking outside the boundaries of their own
sector for new management models and ideas.
Strategic integrated communication is a management idea rooted in private sector knowledge. More
specifically, Niemanns (2005) conceptual model for the implementation of strategic integrated
communication has the potential to address the sustainability issue within the website arena. The present
study evaluates the application of strategic integrated communication according to Niemanns (2005)
conceptual model, among a selection of South African nonprofit organisation websites.
Lack of research regarding strategic integrated communication within the South African nonprofit sector
was the main motivating factor for this study. The study also represents an attempt to empirically test
Niemanns (2005) normative model within a specific context, thus helping to assess the scientific validity of
the model.
An exploratory qualitative research design was employed, with evidence collected by means of a content
analysis of nonprofit websites and an e-mail questionnaire intended for the most senior
communication/marketing staff member of each organisation. From an external perspective, nonprofit
websites display many of the elements of Niemanns (2005) conceptual model. Yet, evidence about the
internal communication management aspects of the same organisations indicates that essential elements
of the model are absent.
iv
Table of contents
Chapter 1
Introduction and orientation
1.1
INTRODUCTION
1.2
1.2.1
1.2.2
1.2.3
1.3
PROBLEM STATEMENT
1.4
1.4.1
General aim
1.4.2
Objectives
1.5
1.5.1
Metatheoretical assumptions
1.5.2
Worldview
1.5.3
Grand theory
1.5.4
Theoretical disciplines
1.5.5
11
1.5.6
12
1.5.7
13
1.6
13
1.6.1
13
1.6.2
16
1.7
17
1.8
DELIMITATION OF STUDY
18
1.9
OUTLINE OF CHAPTERS
18
Chapter 2
The strategic management context of the South African
nonprofit sector
2.1
INTRODUCTION
21
2.2
22
2.2.1
22
2.2.2
26
2.2.3
27
2.3
27
2.3.1
Professionalisation
28
2.3.2
Globalisation
29
2.3.3
Political-economic realities
29
2.3.4
Legal realities
30
2.3.5
Social realities
31
2.3.6
32
2.3.7
33
34
36
2.4
37
2.4.1
38
vi
2.4.2
2.5
39
39
41
SUMMARY
42
Chapter 3
Strategic integrated communication as a management paradigm
for the South African nonprofit sector
3.1
INTRODUCTION
43
3.2
44
3.2.1
Business management
44
3.2.2
Marketing management
47
3.2.3
Communication management
48
3.2.4
Strategic integration
51
52
53
3.3
55
3.3.1
Strategic management
55
3.3.2
Marketing management
56
3.3.3
Communication management
56
3.4
3.4.1
INTEGRATED COMMUNICATION
58
Strategic management
59
vii
3.4.2
Marketing management
60
3.4.3
Communication management
61
3.5
63
3.5.1
Brand-building opportunity
63
3.5.2
64
3.5.3
65
3.5.4
Fundraising opportunity
65
3.5.5
Direct communication
66
3.6
66
3.6.1
Security issues
67
3.6.2
67
3.6.3
67
3.6.4
68
3.7
SUMMARY
68
Chapter 4
The application of a conceptual model for the implementation
of strategic integrated communication to the nonprofit
organisation
4.1
INTRODUCTION
4.2
4.2.1
69
INTEGRATED COMMUNICATION
70
70
70
70
viii
4.2.2
72
4.2.3
72
73
73
73
4.2.4
74
74
75
75
75
75
76
4.2.4.2.1 Budget
76
76
77
77
77
4.3
78
78
79
79
80
4.3.2
81
4.3.3
82
83
4.3.1
83
91
91
ix
92
93
95
4.3.4
95
4.4
SUMMARY
95
Chapter 5
Research methodology
5.1
INTRODUCTION
96
5.2
97
5.2.1
97
5.2.2
97
5.3
98
5.3.1
98
5.3.2
99
5.3.3
Flexibility
99
5.3.4
Holism
100
5.4
RESEARCH DESIGN
100
5.4.1
101
5.4.2
E-mail questionnaire
101
5.5
SAMPLING DESIGN
102
5.5.1
103
5.5.2
Sampling method
103
5.5.3
Sample size
104
5.6
104
5.6.1
105
5.6.2
113
5.7
114
5.8
115
5.8.1
115
5.8.2
117
117
117
118
118
5.8.3
Global analysis
119
5.8.4
119
5.9
PILOT STUDY
119
5.9.1
120
5.9.2
121
5.9.3
121
5.10
ENSURING TRUSTWORTHINESS
122
5.10.1 Credibility
122
5.10.2 Transferability
123
5.10.3 Dependability
123
5.10.4 Confirmability
125
5.11
125
LIMITATIONS
126
126
xi
127
5.12
127
SUMMARY
Chapter 6
Evidence and interpretation
6.1
INTRODUCTION
128
6.2
128
6.2.1
Organisational background
128
6.2.2
129
6.2.3
130
6.2.4
131
6.2.5
131
132
132
137
6.2.6
137
137
139
139
140
140
140
6.2.6.2.1 Budget
141
141
142
142
143
xii
143
6.2.7
Summary
143
6.3
144
6.3.1
Organisational background
144
6.3.2
145
6.3.3
145
6.3.4
146
6.3.5
146
148
148
152
6.3.6
153
153
154
155
155
155
156
6.3.6.2.1 Budget
157
157
158
158
158
158
6.3.7
Summary
159
6.4
160
6.4.1
Organisational background
160
6.4.2
160
6.4.3
161
6.4.4
162
xiii
6.4.5
162
164
164
168
169
6.4.6
169
169
170
170
170
171
6.4.6.2.1 Budget
172
173
173
173
173
174
6.4.7
Summary
174
6.5
175
6.5.1
Organisational background
175
6.5.2
176
6.5.3
177
6.5.4
177
6.5.5
178
179
179
186
186
186
187
xiv
188
188
188
189
6.5.6.2.1 Budget
190
190
190
190
191
191
6.5.7
Summary
191
6.6
192
6.6.1
Introduction
192
6.6.2
193
193
193
194
6.6.3
195
6.6.4
196
6.6.5
197
197
197
202
6.6.6
202
202
204
205
205
205
xv
206
6.7
6.6.6.2.1 Budget
207
207
207
208
208
208
SUMMARY
208
Chapter 7
Conclusions and recommendations
7.1
INTRODUCTION
210
7.2
THEORETICAL CONCLUSIONS
211
7.3
213
7.4
EMPIRICAL CONCLUSIONS
214
7.4.1
214
7.4.2
215
7.4.3
215
7.4.4
215
216
216
217
217
217
217
218
xvi
7.4.5
218
218
219
7.4.5.2.1 Budget
220
220
220
220
221
221
7.5
RECOMMENDATIONS
221
7.5.1
221
7.5.2
222
222
222
7.5.2.3 Budget
222
223
223
Further research
223
223
224
7.6
225
7.7
LIMITATIONS
225
7.8
CONCLUDING REMARKS
225
7.5.3
226
229
234
xvii
REFERENCES
238
xviii
LIST OF FIGURES
1.1
Theoretical disciplines
10
1.2
14
1.3
15
1.4
19
2.1
Chapter 2 in relation to the Mitroff et al. (1974) systems view of problem-solving activity
21
2.2
23
2.3
32
2.4
35
3.1
Chapter 3 in relation to the Mitroff et al. (1974) systems view of problem-solving activity
43
3.2
46
3.3
54
4.1
Chapter 4 in relation to the Mitroff et al. (1974) systems view of problem-solving activity
69
4.2
71
4.3
85
4.4
89
5.1
Chapter 5 in relation to the Mitroff et al. (1974) systems view of problem-solving activity
96
5.2
116
5.3
126
6.1
Chapter 6 in relation to the Mitroff et al. (1974) systems view of problem-solving activity
128
6.2
131
6.3
134
6.4
138
6.5
147
6.6
150
6.7
152
6.8
154
6.9
163
6.10
164
6.11
166
xix
6.12
170
6.13
178
6.14
180
6.15
182
6.16
183
6.17
187
6.18
206
6.19
209
7.1
Chapter 7 in relation to the Mitroff et al. (1974) systems view of problem-solving activity
210
7.2
214
xx
LIST OF TABLES
1.1
1.2
10
2.1
22
2.2
24
2.3
41
4.1
94
5.1
106
5.2
107
5.3
107
5.4
109
5.5
108
5.6
Continuing dialogue to ensure a 360 brand idea applied to the nonprofit website
111
5.7
112
5.8
112
5.9
113
5.10
114
5.11
120
5.12
122
6.1
132
6.2
147
6.3
163
6.4
179
6.5
194
6.6
195
6.7
203
7.1
211
7.2
212
xxi