Thesis (Ph.D.(Communication Management))-University of Pretoria, 2005. / Summaries in English and Afrikaans. Includes bibliographical references. Available on the Internet via the World Wide Web.

Thesis (M.Psych.Org.) - University of Queensland, 2004. / Includes bibliography.

Thesis (Ph.D.)--Victoria University of Wellington, 2010. / Includes bibliographical references.

Thesis (M. S.)--Industrial Design, Georgia Institute of Technology, 2008. / Roberts, David P., Committee Member ; Ringholz, David A., Committee Member ; Chung, Wayne C., Committee Chair.

Thesis (M.B.A. (Investec Business School)) - Rhodes University, 2006. / A dissertation submitted in partial fulfilment for the degree of Master in Business Administration.

Thesis (M.S.)--State University of New York at New Paltz, 2007. / Includes bibliographical references (leaves 49-53). Online version available via the SUNY New Paltz Sojourner Truth Library : http://hdl.handle.net/1951/42567

While many executives and senior managers believe that formulating a unique corporate strategy is critical for sustainability and success of an organisation; that alone is not enough. Making sure that the strategic vision is effectively communicated down to lower-level managers and employees is equally as important as formulating corporate strategy. Not only does employees need to understand and believe that senior managers know where they are taking the company to; employees are unlikely to rally behind managerial efforts to get the organisation moving in the intended direction if they do not understand the strategic plans of the organisation. When senior managers articulate a vivid and compelling case for where the company is headed, employees begin to want to be part of the journey, and involve themselves in the implementation of the corporate plans. By effectively communicating the strategic vision of the organisation down to the lower-level managers and employees, senior managers derive support of employees and their commitment to get the company moving in the intended direction. Many organisations or companies in the business world fail, not because they do not have financial resources, not because they do not have a unique and innovative corporate strategy, but because of enforcing or imposing the corporate plans to the employees without selling the company’s plans to its employees, so as to have buy-in from them. This will not only let them be part of the solution, but also feel part of the organisation and take ownership of the organisation’s strategic plans. Strategic plans plays an important role in preparing business organisations to meet their current and future challenges. Research carried out in to both large, medium, small and micro sized-firms constantly emphasise a positive relationship between successful implementation of corporate strategies and its performance. This is because it is often mentioned that well implanted strategies produce outstanding organisational performance. The primary objective of the study was to look at effective communication of corporate strategy in a business organisation and the impact it has on successful implementation of corporate strategy in an Information and Communication Technology (ICT) firm. Various number of studies have been carried out with regard to corporate strategy, but the impact effective communication can have on successful implementation of corporate strategy has never been studied. The study was conducted within an Information and Communication Technology (ICT) firm based in Centurion, Gauteng. It was conducted within an enterprise division of the firm rather than the entire organisation, which employs 400 people. Out of the 400 respondents invited to participate in the study, 98 managed to complete the questionnaires. The study followed a positivistic research paradigm which made use of questionnaires. It made use of an on-line survey where the respondents were invited to participate in the study via e-mails. The study established that certain variables are more critical than other when coming to strategy implementation such as strategic leadership and effective communication.

In the past few decades, corporate crises have received high media attention and revealed the impact that a disaster can have on a company’s reputation. A breadth of scholarly literature has already analysed crisis communications and key elements of an effective response. In this study I examine crisis communications strategies of two companies (British Petroleum and Domino’s Pizza) who responded differently when faced with a crisis. The study will explore the companies’ actions and various media materials including public statements, press releases and social media platforms. This information will be presented alongside corresponding news coverage to reveal how the media translated these actions. Results show that by accepting responsibility and marketing efforts to stop the disaster, a corporation can transform its communication strategy and recover its reputation.

Thesis (MTech (Public Relations Management))--Cape Peninsula University of Technology, Cape Town, 2004 / This research paper is aimed at formulating a corporate communication strategy for a medium- sized organisation, Highbury Solutions, operating in the computer software ' industry. Highbury Solutions consists of a Managing Director and four managers who, together with fifteen operational staff, make up a total staff complement of twenty. Highbury Solutions had a tumover of approximately R25 million over the past financial year (2004). The organisation enjoys a partnership with the computer conglomerate IBM in which the branding of Highbury Solutions products carries the computer giants' endorsement. This relationship has been in existence since 2001. The relationship, however, according to preliminary research, indicates no communication strategy or formal communication channels in place between the two organisations. The aim of this research paper will thus be to transform theoretical perspectives into a practical approach and design of a suitable corporate communication strategy for Highbury Solutions. This strategy will be based on sound research principles of both the organisation and its stakeholders and will be based on the model for Corporate Communication Strategy in Steyn & Puth (2002: 62). This research paper will aim to formulate a corporate communication strategy that will nurture and grow the relationship between the two organisations for the next three to five years. Chapter one consists of an introduction to the research issue, including the aim of the research, the stating of the research problem as well as identifying subproblems and possible assumptions.

Thesis (MTech (Public Relations Management))--Cape Peninsula University of Technology, 2007. / In the twenty first century, companies are forced to transform and adapt continually to ensure their survival and to stay competitive in a demanding and challenging business environment. Yet, 70 per cent of all change initiatives fail and 28 per cent of the variance of change successes is directly linked to employees. Research shows that one quarter to one third of the reasons why change fails or succeeds, is directly linked to employee communication. Change implementation failures come at a high cost to organisations. Research shows that poorly communicated strategies are the reason for approximately 14 per cent of lost financial value and that poor communication is the second largest factor that contributes to the failure in implementing strategic change. This mini-dissertation aims to investigate change communication has and impact on the relationship between employees and the organisation. The communication approach of Transnet during the implementation of its Four Point Turnaround Strategy was investigated. Employees indicate that organisational change cannot be introduced without regular up-ta-date communication to employees. Once the Executive Management of Transnet actively communicating started with Transnet employees, employees became more positive and supportive of the changes. However, concluding the sale and belatedly informing the employees of Transnet Housing thereof increased employee resistance, negativity and non-commitment. The contribution this mini-dissertation will make to the public relations field lies therein that through proper change communication, change can be implemented successfully within an organisation. Inadequate change communication however negatively impacts on the employee/organisational relationship and this in turn affects change implementation negatively. Change implementation failure ultimately added costs to the company in terms of time and money. This understanding could assist organisations to save millions, and in cases like Transnet, it could minimise huge losses and negative impacts on the economy during organisational change implementation.