PUBLIC RELATIONS IN BUILDING CORPORATE IMAGE; A CASE STUDY OF

WESTGATE SHOPPING MALL IN NAIROBI, KENYA

Name

Faculty Name

Supervisor (Course Instructor)

REG NO: K50/35103/2019

Research project submitted to the faculty of journalism in Partial fulfillment for the award

of the Master’s Degree in communication studies, University of Nairobi

2023

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 DECLARATION

I dedicate this research work to the My Parents and siblings for their endless financial and moral

support during my studies.

This Project is my original work and has not been presented for a degree or Master’s degree in

any other university.

Signature………………………………….. Date………………………………………

IRENE NZILANI KYUMWA

REG NO: K50/35103/2019

This Project has been submitted for examination with our approval as university supervisor.

Name ………………………………………. Date ……………………………………….

Supervisor

Department

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 ACKNOWLEDGEMENT

I want to acknowledge the support of my project supervisor’s academic guidance and correction,

my classmates, and other lecturers for their support during this project development.

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 TABLE OF CONTENTS

DECLARATION ii
ACKNOWLEDGEMENT iii
OPERATIONAL DEFINITION OF TERMS vi
ABBREVIATIONS & ACRONYMS viii
Abstract ix
CHAPTER ONE: INTRODUCTION 1
1.0 Overview 1
1.1 Background of the study 1
1.2 Statement of the Problem 6
1.3 General Objective 9
1.3.1 Specific Objectives 9
1.4 Research Questions 9
1.5 Justification of the study 10
1.6 Scope of the study 11
1.7 Limitations 11
1.8 Organization of the study 12
CHAPTER TWO: LITERATURE REVIEW 13
2.1 Overview 13
2.1.1 Public relations 13
2.1.2 Corporate image 15
2.1.3 Social media 17
2.2 Public relations and conflict 18
2.3 Public relations and crisis 20
2.5 Empirical Literature 22
2.5.1 How management conducts Public Relations Activities in Building a sustainable
corporate Image. 22
2.5.2 Types of public relation activities in building a sustainable corporate image 24
2.5.3 Public Relations Strategies 26

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 2.5.4 Contributions to the use of public relations practices in building a sustainable
corporate image 30
2.5.5 Comparing and Contrasting Local Businesses and International Businesses 31
2.6 Theoretical Framework 32
2.6.1 System Theory 32
2.6.2 Theory of Corporate Image 33
2.7 Conceptual Framework 35
2.8 Summary of Literature 36
CHAPTER THREE: RESEARCH METHODOLOGY 38
3.1 Overview 38
3.2 Research Design 38
3.3.1 Public relation-based variables 39
3.3.2 Sustainable corporate image 39
3.4 Target population 39
3.5 Study Sampling Technique and Sample Size 40
3.5.1 Study Sampling Technique 40
3.5.2 Cases Selected for the Study 41
3.6 Data Collection Tools 42
3.7 Data collection procedure 43
3.8 Validity and reliability 43
3.9 Data Analysis and Presentation 44
3.10 Logistical and Ethical Consideration 44
3.10.1 Study’s Logistical Consideration 44
3.10.2 Study’s Ethical Consideration 45
4.0 Overview of the Chapter 46
4.1.1 Research Objective 1: To establish the types of Public Relations strategies utilized by the
Westgate shopping mall tenants in building a sustainable corporate image after the terror
attack. 46
4.1.2. Research Objective 2: To ascertain how the Management of Westgate Shopping Mall
and the tenants conduct public relations activities in building a sustainable image after the
terror attack. 52
4.1.3. To compare and contrast local businesses' public relations practice and international
businesses' public relations practice. 53

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 4.5 Discussion of the data results 60
Chapter 5 70
Study Conclusion, Policy Implication, and Recommendations 70
5.0 Chapter Overview 70
5.1 Study Conclusion 70
5.2 Study Policy Implication for Business Store/ Brands PR Managers 74
5.3 Study Recommendations 75
5.3 Study Limitations and Future Study Recommendations 78
References 80
Appendices 89
Appendix 1: Participants' Informed Consent Letter 89
Appendix 2: Interview Guide 90
Appendix 3: Questionnaires 93
Appendix 4: Westgate Mall Stores/ Brands 98

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OPERATIONAL DEFINITION OF TERMS

Corporate Image: A set of meanings by which an organization is known and can be used by

observers to elaborate, remember and relate it through the interactions of

traditions, emotions, perceptions and impressions

Organization: A private or public business venture or group of business ventures

operating with a profit motive.

Public relations: Deliberate, organized, and sustained efforts to create and maintain mutual

understanding between an organization and its public.

Publics: Specific groups of persons connected by a common interest or problem

with heath

Shopping Mall: A compound of stores in a building managed as a single property.

Sustainable image: Set of corporate perceptions in the minds of consumers that are connected

with sustainability work practices.

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ABBREVIATIONS & ACRONYMS

PR Public relation

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 Abstract

Public relations are crucial to an organization's reputation, performance, and public

perception. In light of this, this research study aimed to investigate the public relations
practices employed by Westgate Shopping Mall after the September 2013 terror attack and
the subsequent reopening in 2015. The study sought to examine how the management of
Westgate Shopping Mall conducts public relations activities to build a sustainable image
after the terror attack, the types of public relations strategies utilized in building a sustainable
corporate image, and the extent to which the usage of public relation strategies contributed to
building a sustainable corporate image of Westgate Shopping Mall. The research employed a
descriptive survey design and a qualitative and quantitative data collection approach,
targeting 50 purposively selected Westgate Shopping Mall brand managers and the
management of the Shopping Mall in Wetlands, Nairobi County. The study was grounded on
Kotler's theory of corporate image and used both primary data. Content, conceptual and
descriptive analysis were used to analyse the data. The study findings showed that Westgate
Shopping Mall used various public relations strategies such as community engagement,
media relations, and crisis communication to build a sustainable corporate image after the
terror attack. However, the sample size and the use of a case study design limited the
generalizability of the study findings. Future research should employ a larger sample size and
use a comparative research design to explore the effectiveness of public relations practices in
different organizational settings.
Key Words: Public relations practices, corporate image, post-terror, Westgate shopping

mall, social media.

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 CHAPTER ONE: INTRODUCTION

1.0 Overview

The chapter included the study background, statement of the problem, purpose, study objectives,

research questions, the scope of the study, significance, justification, limitations, and

delimitations.

1.1 Background of the study

Grunig (2012) held the view that PR practitioners play a central role as organizational boundary-

spanner and perform duties of strategic management. The goal of Public Relations is not only in

disseminating information but also in facilitating mutual understanding and resolving conflicts

between an organization and its public (McCombs & Reynolds, 2012). Today PR is a complex

profession practised by hundreds of thousands of people worldwide, ranging from government to

private entities; Businesses, government agencies, professional and trade associations, schools

and universities, hospitals, hotels, and many more.

According to Lukusa (2009), if an organization’s portrayed identity does not coincide with the

image perceived by its public, the organization’s reputation and corporate image might suffer. As

a result, this might also affect the management of the entire organization. The roles of public

relations practitioners are thus significant and crucial in building the corporate image of their

organizations to the public. These roles contribute to the organisation's development,

sustainability, and proper functioning.

From a corporate point of view, PR can help companies develop positive images for their

businesses. According to Michael et al. (2005), PR can foster goodwill amongst critical

audiences, provide crisis management expertise, and coordinate programs and services for

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government and government agencies and businesses that work with them. Corporate PR plays a

vital role as part of the marketing strategy. Media PR is significant in profit-making

organisations (Taylor et al. 2005).

Majken (2007) illustrated that PR aims mainly to persuade the public, investors, partners,

employees, and other stakeholders to maintain a particular point of view about the company, its

leadership, and its products. PR’s common activities include speaking at conferences, winning

industry awards, working with the press, and employee communication.

Ledingham (2003) argued that it is widely accepted that any business organization aims to

achieve growth and increase turnover, assets, and profit. But all of this depends on the goodwill

of the organization’s various publics. Leedy & Ormrod (2005) states that Goodwill is secured

not so much as a result of the organization’s mere existence but as the sustained strategic

planning, execution, and evaluation of the perception of the public concerning the organization.

According to Lamb and McKee (2005), every organization, whether large or small, ultimately

depends on its reputation for survival and success. Customers, suppliers, employees, investors,

journalists, and regulators can have a powerful impact on an organization, they all have opinions

about the organization they come in contact with- whether good or bad, right or wrong, and these

perceptions will drive their decision about whether they want to work with, shop with and

support these organizations.

In today’s competitive market, a corporate image can be a company’s biggest asset, making you

stand out from the crowd and giving you a competitive edge. Effective and efficient PR can help

manage communication and build good relationships with the organization’s stakeholders and

the public Heiman and Toth, 2004).

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Lee and Lings (2008) further stated that public relations are a discipline about the reputation and

crisis management of the company. The result of what you do. Say what others say about you. In

this interdependent world, almost every organization must keep long-term and trustworthy

relations with the communities or public to handle the upcoming challenges and maintain

survival and success. According to Chirumalla, Oghazi, and Parida (2018), public relations is

also about developing, understanding, and building good relationships with the public, including

government, media, employees, investors, suppliers, customers, etc. According to L’etang and

Pieczka (2006), in the area of public relations, it is a systematized effort to build a business's

image in a social context. The worth of public relations in any organization cannot be overlooked

and easily quantified. This is dependent mainly on the fact that the public relations unit of an

organization is a crucial factor in determining the success of any organization by developing and

fostering its sustainable corporate image, and this is why it’s critical and paramount for this

research exercise to be conducted especially in the current economic crisis and depression due to

the Covid-19 pandemic prevalent nationally and global.

In Kenya, public relations in private companies and institutions lack the citizens' trust, making it

hard to get the public’s attention. Even though most private institutions have been trying to build

their image, the citizens, especially those who have had firsthand experience with institutions

such as shopping malls, to be precise, do not wish to have anything to do with them. The

majority of businesses have had to lose their business merchandise through auctioneers.

Furthermore, the Kenyan population has not been left out of the blame since most of these

shopping malls have been the easiest terror targets based on the available data. In the structure of

the Kenyan shopping malls, the PR department exists, which at times doubles up with the

marketing services and responsibilities, but it is not yet clear why it has not been actively

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involved in defending these business institutions in the face of the public hence acquire

competitive advantage and maximum profit generation. Public curiosity continues to point out an

accusing finger that Citizens feel that the shopping Mall investors have kept them in the dark

regarding its operations, yet they (citizens) are the main stakeholders given that they are

consumers of the business spaces in these malls.

Ahmed & Khan (2019) highlight that public relations practice officially began over a century

back. Other specialists in public relations believe that Edward Bernays began the practice in the

1920s. Other experts believe Ivy Lee pioneered public relations after creating a managerial office

in 1904. Lee announced the managerial office in 1906 to enhance its organization. In that case,

these details show Lee as the developer of public relations, although he did not predict the

updated system and approaches over fleeting reports of client issues. Lee tried to promote

equality as much as possible using these approaches, which he adopted from Sigmund Freud.

McKie and Sriramesh (2017) highlight that; public relation is better explained than defined. It is

an applied professional practice and a scholar field, and both provide communication-centred

and research-based approaches to comprehend, inform, and intervene to change connectedness

between ideas, people, teams, and communities. Public relations seek to impact reputations'

development, maintenance, and restoration and incorporate distinct perspectives and groups. The

practice does this by enacting operations such as management issues, crisis resolution, and risk

communication. Public relations approaches can significantly affect autonomy because the area’s

primary arena of social operation is the public sphere, particularly in media, politics, and public

views. The Public Relations Association (1987) defines public relations as a strategic and

continuous approach to creating and maintaining goodwill and understanding between an entity

and the target population. Gilaninia et al. (2017) posit that public relation is an organisation's

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fundamental artery and permeant and central engine. Further, public relations in organizations

assist a company’s management meet organizational objectives.

Nnamani (2016) states that the pubic relation concept is developed on the art and science of

building and maintaining mutual understanding and acceptance among people, groups, and

corporations. Public relation is not simply words or speaking without doing good; good actions

must be supported by well-packaged and timely words directed at the right group (Onyiaji,

2016). Ukonu (2013) argues that public relation is a communication-related discipline that has

experienced radical changes over the years. In that case, companies employ public relations to

enhance goodwill and brand image by establishing a cordial interconnectedness between the

company and the target audience. Further, public relations is explained as managing a company’s

communications with stakeholders. This helps a company manage reputation, compliance,

advertising, risk, and crisis.

In 2013, Westgate shopping mall became a scene of terror attacks, security threats, destruction,

and even death. Nine years back, on September 21, four young males of the Somali Al-Shabaab

group, armed with automatic guns and grenades, got into Westgate shopping mall and went on a

rampage. These men caused a four-day standoff with the Kenyan military, where over 68

individuals were killed and hundreds injured. On the fourth day, three floors collapsed following

the attack. However, the Westgate mall began rebuilding and recreating itself, and on July 2015,

the mall opened its doors again to the public. But, sections of the mall that had been severely

destroyed remained closed until 2018 for further reconstruction. This means the mall has not

fully claimed its past glory despite various communication strategies put in place. Thus, proper

PR and communication strategies are required in disseminating information and establishing

public trust. Gilaninia (2018) highlights that PR in an entity regarding the quality of work

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means assisting the management in attaining organizational goals, upholding transparency and

accountability, and respecting the public’s rights and preferences. Kamau et al. (2015) examined

how online platforms, specifically Facebook played a part in the general election campaign.

Kamau et al. (2015) highlight that social media is a crucial aspect and tool of communication and

can be used by the public and corporate entities to communicate and reach a vast target group.

Through PR practices, Westgate managed to retain many tenants by assuring them of their safety

and protection against attacks.

Nevertheless, Sony Holdings, an Israeli company that owns the mall, highlighted that nearly 90%

of the stores retained their leases (Zirulnick, 2015). In 2014, IRG, an Israeli security firm, was

hired to provide security services and claimed that Westgate Mall is the most secure mall in

Nairobi. Also, the Mall’s security personnel have received training from Haim Cohen, the

managing director’s ex-Israeli commando team.

Gathara (2020) states that there is little to remind shoppers of the incident, except perhaps the

heightened security and improved access plan. He argues that the Westgate Mall is monumental

to general amnesia, forgetting, and moving ahead. Therefore, this indicates that Kenya has never

been perfect at remembering the past, mainly when it can embarrass and implicate the people in

high seats. The primary question was what the management has done to guarantee people’s

safety, and no such incidences will believe that their security was not under threat. Although

some store owners presume that its time people moved on and got their lives going and

resilience, some argue that the mall would have opened up as a memorial or religious site where

the victims and injured can go (Kriel, 2015).

1.2 Statement of the Problem

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The image of any company providing services to the people is crucial for its growth. Grunig

(2012) noted that PR practitioners play a fundamental role as organizational boundary-spanner

and carry out strategic management duties. Firms spend vast amounts of money on restructuring

and building an image to help create and maintain public interest and trust. This study is essential

to see the public relations strategies employed by Westgate shopping mall to redeem its image.

Lukusa (2009) posits that an organization's reputation and corporate image hang on the ropes if

the portrayed identity fails to coincide with the image perceived by the public. As a result, both

organizations' corporate image and reputation suffer, affecting the whole management. Creating

a sustainable image cannot happen through media because different people use different

information sources (Boyd, 1986). Therefore, the need to ascertain how the management of

Westgate Shopping Mall in Nairobi conducts public relations activities in building a sustainable

corporate image after the terror attack.

Countries and organizations employing suitable image-building and repair approaches after a

terror attack build and repair their images less easily. This becomes possible if an organization

has a well-planned and organized action strategy in a place where the right strategies are

elements (Sönmez et al., 1999). For example, North Ireland overcame its terrorist-caused

negative perception by developing strategies to raise visitation by developing new tourism

commodities and attractions backed by heavy advertising (Witt & Moore, 1992).

From 1970 to 2010, Kenya experienced over 250 attacks. The attacks killed over 1,000

individuals and injured over five thousand individuals. More than half of the terror attacks in

Kenya happened in six cities, with Nairobi taking the lead with 61 attacks, Garissa recording 27

attacks, Mandera had 19 attacks, Mombasa and Wajir recording 12 attacks each, and 11 attacks

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in Dadaab. Despite these terror attacks being non-frequent, the intensity and fear they leave in

people are unmatched and unexplainable. The attack on Westgate shopping Mall in 2013 by the

Al-Shabaab militants left people shocked and afraid of being in high-end public places such as

shopping malls.

In Kenya, Westgate shopping Mall highlights the issue of a dented image in matters of security

and has been a topic of great concern. The issue with many people visiting shopping malls is

how secure these places are and how prepared and sound the security forces are. The association

of locations with insecurity or killings considerably hinders their attractiveness. Thus, it will

likely adversely impact public visits and investments (Avraham & Ketter, 2008).

Werman (2015) states that despite the Westgate shopping Mall reopening, the terrorist danger in

Kenya may be getting unpredictable. Additionally, the public is concerned about whether the

security measures are enough or if attackers could outnumber them. In that case, it is upon

Westgate shopping Mall to effectively use appropriate public relations measures to ensure the

public feels safe and chooses the mall over other alternatives.

According to Avraham (2013), organizations cannot change or recover overnight, apologize, or

take responsibility for a dented image and the reality created by different aspects over time. He

argues that it is hard to restore a positive image once the crisis is done because it requires

devotion, resources, and a multi-step approach. Image beamed worldwide during the Westgate

2013 raid dented Kenya’s image abroad and scared off tourists, damaging a vital sector of the

economy. Ben Makori (2015) postulates that Kenya’s embarrassment was compounded by

Westgate’s security footage which showed soldiers looting the mall after the militants were

killed. Thus, the need to establish the types of public relations strategies utilized by Westgate

shopping Mall in Nairobi in building a sustainable corporate image after the terror attack.

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The study is in line with Majken (2007). Public relations mainly tries to create a different image

in the public's mind: investors, stakeholders, workers, etc. The image of an organization is all

about how stakeholders see it, and terror-related events can dent this regard. Therefore, the

survival of a business increasingly depends on how the people, investors, stakeholders, and

others perceive the organization (Lamb & McKee, 2005). Organizations must be made carefully

to avoid detrimental results.

Additionally, Ferguson (2012) states that denting the image and reputation of an organization

leads to decreased stakeholder confidence in a country. Westgate closed for nearly two years

after the terror attack, negatively affecting the stakeholder and investors. Therefore, the research

examined how the Westgate shopping Mall can employ appropriate public relations strategies to

build a solid corporate image to regain its former glory.

1.3 General Objective

To determine the extent to which public relations has been employed in building a sustainable

corporate image for Westgate Shopping Mall.

1.3.1 Specific Objectives

i. To establish the types of public relations strategies Westgate shopping Mall tenants in

Nairobi utilized in building a sustainable corporate image after the terror attack.

ii. To ascertain how the management of Westgate shopping Mall and the tenants conduct

public relations activities in building a sustainable image after the terror attack.

iii. To compare and contrast local businesses' PR practices and international businesses'

PR practices.

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1.4 Research Questions

a. What public relations strategies were utilized by the Westgate shopping mall tenants in

building a sustainable corporate image after the terror attack?

b. How do the management of Westgate Shopping Mall and the tenants conduct

Public relations activities in building a sustainable image after the terror attack?

c. What similarities and differences exist in the practice of public relations by local

businesses and international businesses in building a public image at the Westgate

Shopping Mall.?

1.5 Justification of the study

Mboori (2008) states that although development is affected by available resources and

infrastructure, human collaboration and communication play a vital mediation role, especially in

post-crisis settings. A section he claims is insufficiently studied. Thus, the present research is

important because it intends to fill this imperative research gap. In addition, nobody wants to

give a clear perspective on how terror attacks and their uncertainties in Kenya affect public

perceptions. Such comprehension is vital in policy development that deals with different security

crises.

In addition, Grunig et al. (2002) also argue that different companies employ public relations

practices in various ways, but the different fundamental queries concerning public relations'

importance remain the same. How do companies employ different public relations available to

them? And how do public relations use to change public perception and consumer loyalty? This

research intends to illuminate and illuminate these queries concerning the public’s perception of

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shopping malls' post-terror attacks. Thus, the study intended to fill a gap in scholarship by

examining and linking the discipline of public relations, public perception, and sustainable

corporate image in the case of Westgate Shopping mall in Nairobi in a post-terror attack context.

A further significance of the study is grounded in its comprehensive understanding of the

present-day post-terror attacks in Kenya. One must understand the current terror discourse. The

development of the contemporary terror discourse necessitates perpetuating rooted and

oppositional philosophical positions be decreasing complex conflicts to basic binaries. However,

despite the various ideological oppositions between the terror and anti-terror narratives, the two

discourses are increasingly similar in their underlying assumptions. In the resent incarnation of

modern terror elaboration, both terror and anti-terror discourses agree when positing the religious

bedrocks of the several contemporary attacks. As Arian (2003) puts it, separating Christians from

Muslims during a terror attack creates a perception of Muslims being terrorists.

Lastly, the study wanted to offer insights into how companies and businesses can employ

different public relations practices to maintain a good image in an ever-changing industry. This

was significant because, as the International Crisis Group (2017) reports, the terrorist attacks in

Kenya remain uncertain, and hence, shopping malls are increasingly becoming target locations.

Such information can then be used to inform on security polices such as pubic and vehicles

search at shopping malls entrance and elsewhere in the globe.

1.6 Scope of the study

This study was concerned with the distinctive and influential role that public relations can play in

building a sustainable corporate image for public institutions. It was limited to Westgate

Shopping mall in Nairobi, Kenya. This was to purposely serve as the primary target geographical

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location and premise for collecting the study data. The study period was to be seven years after

the re-opening of Westgate Shopping Mall.

1.7 Limitations

First, the research was to investigate the role of public relations in building a sustainable

corporate image for Westgate Shopping mall in Nairobi. The limited information of the

hierarchical management might constraint the researcher from acquiring authentic information.

However, to overcome this limitation, the study will visit the mall to converse with the lead

manager to get the needed information.

Second, the study assumed that only the public relation department staffs engage exclusively in

crisis and conflict management. This was a limitation because other departments are involved in

crisis management in the malls, and they all work together to manage a crisis. However, their

contributions and perspectives were to be neither included nor analyzed.

Finally, the research was mainly anchored on the theory of corporate image and a plethora of

different public relations theories dealing with the public relation effect on corporate image. The

other theory is the system theory. There could be other theories, conceptual or theoretical

frameworks beyond the current scope, that could give different approaches. Still, the researcher

chose these two theories as the most appropriate for this research.

1.8 Organization of the study

The study was organized as follows: chapter one outlines the introduction as a research

background, statement of the problem, study objectives and questions, study significance, the

scope of the study, and study limitations. Chapter two discussed theoretical and conceptual

frameworks, the empirical literature on public relations and crisis and conflict management, the

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literature summary, and research gaps. Additionally, Chapter three captured the study

methodology, the design, target population, sampling procedure, data collection procedure and

tools, and data analysis procedure and presentation.

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 CHAPTER TWO: LITERATURE REVIEW

2.1 Overview

The chapter sought to give a detailed analysis of the literature on public relations strategies'

effectiveness in rebuilding a company’s corporate image. The main objective was to enhance the

reader’s understanding of sustainable corporate image and its foundations and establish how

public relations affect it.

2.1.1 Public relations

The use of the word public relations happened in the United States and the United States Post

Office Railway after the creation and development of the public relation office at the institute.

The Association of Public Relations (IPR) defined public relations in 1987, and it’s still used

today. Public relation is an organized and ongoing process to create and maintain goodwill and

understanding between a company and the target population (Skandari, 2004). The phrases

“planning” and “ongoing” indicate that goodwill and understanding are not easily achieved. The

other definition, Association of Public Relations, explains public relations as approaches used by

companies in maintaining credibility, commodities, services, or employees to get recognition and

support.

Public relation-specific functions are grouped by the public with which correlations are identified

and to whom appeals are made to comprehend and accept various policies, processes,

individuals, causes, commodities, and services. Professionals who carry out specific functions

may play an administration role, work as communication technicians, or work in a double role

(Agility PR, 2013). The primary roles of public relations are to establish and keep excellent

relations with the organization’s internal and external world. The corporation's stakeholders can

be personal and private, governmental, and societal firms. Oparaugo (2015) highlights that

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public relations can have a powerful effect on public awareness at a minimum cost compared to

advertising. Public relations functions are created to assist an organization in building trust and

legitimacy with significant and influential teas. Additionally, public relations strategies assist in

raising awareness about an organization and allowing it to define, control, and spread its message

to the people in and outside the organization. Travis (2018) posits that effective public relations

practices can promote an organization, help communicate a situation or crisis, or defend its status

from individual attacks in the media.

Ajala (2009) opines that good public relations practices can aid recruitment and retention,

particularly within the competitive graduate market. PR also helps build an institution's ‘feel

good’ atmosphere. Thus, it can be deduced that PR builds institutional identity, reputation and

image. While on the other hand, Bayles (2008) illustrates that managing risk is a central part of

many corporate strategies. In his explanation, he noted that reputations that take decades to build

up could be ruined in hours through incidents such as corruption scandals. Such incidents can

also draw unwanted attention from regulators, courts, governments, and the media. Thus, Bayles

(2008) noted that building a genuine culture of ‘doing the right thing’ for a community through

effectiveness in public relations can offset these risks and build on companies’ identity and

reputation (Bayles, 2008).

Theodore (2014) highlights that public relation is a leadership tool developed to establish support

among a company’s internal and external public. The fundamental functions of public relations

are creating and maintaining excellent relations with the corporation’s internal and outside

stakeholders. However, entities worldwide must understand the importance of public relations to

meet organizational goals and objectives. More specifically, the comprehensive corporate

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strategic plan must include public relations initiatives in both the short and long term to avoid

communication mishaps.

2.1.2 Corporate image

According to Abratt & Mofokeng (2001), the focus image is an external organizational aspect

that focuses on the feelings and beliefs of different external stakeholders concerning a company.

Consequently, a corporate image is created in the public's minds and can be viewed as a sign of a

person’s view of an organization. In other words, image is subjective and is created as the actors

relate with the organization. In organizational theory, image is explained as how workers of an

entity believe outside players perceive the entity. From that perspective, Dutton & Dukerich

(2011) view the image as an illustration that an entity wishes to project to certain external

players. An organization’s image is increasingly connected to its vision and mission and is seen

as a manageable resource.

Moreover, Abratt & Mofokeng (2001) posit that as the company is guided by its mission and

vision and daily interaction with outside actors, those guidelines will logically reflect in the

corporate image. Because it is believed that a corporate image is the visible aspect of a

company’s image, the company has the power to develop and manipulate its desired image in the

public’s minds. Nevertheless, organizations need to support and facilitate constant mutual

communication with their target population to attain the desired corporate image. Thus,

companies must thoroughly understand the image they communicate to external and internal

audiences (Balmer & Stotving, 1997). Image impacts the public's perceptions of the company

and the worker’s perception of the entity.

Further, Treadwell & Donald (2012) argue that maintaining a consistent image among the

several stakeholder groups is also vital. Although it is prudent to stress different facets of the

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firm's identity to its various publics, the firm should avoid projecting an inconsistent image

because the concerns and memberships of different stakeholder groups often overlap. For

instance, the financial community and the shareholders would have many of the same financial

and strategic concerns about the company. In fact, many shareholders rely heavily on the advice

of experts from financial institutions. Similarly, both employees and the general public are

interested in the firm's overall prestige and the reputation of its products. Another strategy is

based on one of the fundamental principles of reputation management that acknowledges every

stakeholder’s importance to image and reputation and the potential to make a crucial impact on

image and reputation (Elgesio,2006). Therefore, in managing image and reputation

systematically and purposefully, all the stakeholders should be identified; and their

homogeneousness and importance should also be assessed. Most often, the following stakeholder

groups in image and reputation management are relieved: media, electorate, community,

employees, leaders, government, public, experts, and financial institutions, among others.

Bassey Henry et al. (2021) highlight that every entity has an image; whether organized or not, a

good image can benefit an entity’s success. Ferrand & Pages (1999) believe a corporate image to

be so important that it can differentiate companies that, in other respects, may be identical. They

argue that an image can create value and effects consumer conduct but can include perceptions

which may or may not show the objective reality. Further, a corporate image is considered a

strategic tool of high value for the financial industry since, besides assisting companies in

attaining long-term goals; it can form a source of competitive advantage (Abratt & Mofokeng,

2001). Bassey Henry et al. (2021) state that image is everything, and Lewis (2001) states that

reputation is an asset of great importance that helps firms change a premium for their

commodities and services.

17
Additionally, Schroff (2002) posits that a good image can attract and convince consumers to

choose a commodity of a lower value through an equally good one. Boyd (2001) states that a

good corporate image contributes to improved conduct and better employee attitudes, and Boyle

(2002) says it is a gem. Bassey Henry et al. (2021) contend that these perceptions greatly affect

an entity’s potential to survive in the changing and competitive marketplace.

2.1.3 Social media

Social media can be explained as computational aspects or tools that permit individuals to

establish, share, or transmit information, and professional preferences, ideas and images in local

communities and online platforms. Therefore, it can be simplified as a set of operations

conducted online to exploit the theoretical and technical fundamentals of the web, which permits

the creation and sharing of user-generated information. Moreover, social media depends on

existing innovations and smartphones to create a collaborative channel through which

individuals and communities can share, contribute, discuss and edit user-generated information.

They experience huge and spacious transformations in ways of correspondence amongst firms

and individuals. The changes focus on the emerging field of research.

Nevertheless, social media differ from traditional media or sectors in different ways, including

quality, access, regularity, ease of application, and durability (Kaplan, 2010). Consequently,

social media is one of the public relations channels that companies use to build and sustain their

image and reputation. Kamau (2015), in his study on online campaigns in Kenya, highlighted

that social media played a huge role in political campaigns, with Facebook being a major

platform. Therefore, social media is an important and monumental aspect of today's world, where

most people use social media platforms daily.

18
Magic et al. (2012) researched the relationship between activities linked to electronic marketing

and social networking sites in less-developed European areas. The study employed a descriptive-

analytical method to attain the study objectives. The research focused on three kinds of

companies: companies in the export business, companies that wish to export, and companies that

do not bother co-existing in the global arena and operate locally. The results showed a great

difference in adoption levels among the three businesses. This means that these companies use

social media and upcoming technologies differently in building the reputation of their

businesses.

Similarly, Saeed et al. (2012) examined the impact of e-marketing and social media sites on a

company's performance. The research used an analytical descriptive design to achieve the study

objectives. However, the study identified that the online marketing dimensions of the target

company were consumer relations, marketing study, and supply chain. The findings showed that

the level of importance of the indicators was satisfactory. Also, findings showed that the

indicators of the highest significance were: information about competitors and getting new ideas

and recommendations for special commodities.

2.2 Public relations and conflict

Conflicts are common in every entity. A study shows that 85% of workers at all levels encounter

conflict to some extent in Europe, America, and Brazil. Workers in America spend over two half

hours every week dealing with conflict (CPP, 2008). Currently, firms face even more difficulties

resolving conflicts for two major reasons. First, innovative and upcoming communication

technologies can impair efforts to communicate conflict management approaches (DiNardo,

2002). For instance, social media can enhance the conflict threat by offering a platform for

19
collective conduct. It can be challenging to manage and control these behaviours compared to

individual ones (Moule et al., 2017). Second, the conflict between companies and their public is

perceived as having advantageous and adverse impacts. Conflicts were previously seen as

something avoidable (Song et al., 2006). In the 1970s, however, attitudes concerning

organizational conflict changed from resolving disputes to managing recurring controversies

(Putnam, 1988). Consequently, conflict can be part of creative and innovative solutions to

challenges (Rahim, 2010; Tang et al., 2017). Therefore, managing conflicts plays a vital role in

solving problems and may benefit the organization.

Additionally, Kamau's (2016) research on media content and diversity explores the role of

Kenyan mass media in times of political elections and restlessness. The study found that people

possess little political commonality in times of intense political commotions and competition. All

the things that increase tension among them are patronized, and the things that bring the together

are demonized. In that case, it is evident that during such times, conflicts among people are

aggravated by the prevailing conditions and situation in a given setting. Mass media is an

important public relation communication tool and can be used to build or ruin an organisation's

reputation. As Kamau (2015) highlights, the 2008 poll conflicts in Kenya fearfully ruined the

image and reputation of the Kenyan mass media as gate keepers of democracy.

Ertem-Eray & Ki (2020) note that public relation is a strategic management procedure, and PR

practitioners must manage the process effectively. This is because; PR emphasizes relationships

between organizations and their respective publics. It is also important for PR practitioners to

manage these links when the participants disagree (Ni et al., 2018). Ertem-Eray & Ki (2020)

found that American and Turkish PR practitioners strategically manage conflicts and perceive

20
their responsibilities as acting an early warning structure, explaining to high management the

effects of their interventions in resolving conflict and advising the management on societal

values. According to Plowman (1998), resolving conflict helps empower PR practitioners to

become a productive part of management. In that case, PR practitioners play a vital role in

resolving conflicts. Ni et al. (2018) note that negotiation is an important part of conflict

management, and PR practitioners focus more on resolving the disconnect between their

company and the public when using the negotiation technique.

2.3 Public relations and crisis

O’Neal (2020) notes that PR is important during a crisis. This has been evident in economic

uncertainty, with businesses and clients reacting differently. However, these reactions have

ripple impacts since advertising approaches get altered, and budgets on marketing get slashed.

But it can be argued that this short-sighted approach in an economic downturn and a global

pandemic is necessary and understandable. This means that PR practitioners respond differently

during a crisis, but their main objective entails salvaging an organisation's collapsing image.

Broom & Smith (1978) introduced the subject of roles in PR and conceptualized five major

roles: the proficient prescriber, the technical services provider, the communication process

facilitator, the problem-solving and task facilitator, and the acceptance legitimizer. Broom (1979)

found a significant relationship between three roles: proficient prescriber, communication

facilitator, and problem-solving procedure facilitator (Dozier, 2005). According to Dozier

(1984), the two major roles that dominate the public relations roles in research are manager and

technician.

21
Caramela (2021) notes that PR is a concept every business has to handle at some point. Part of

the PR is effectively handling negative news and occurrences that relate to the business. Also,

businesses encounter PR crises at a given time. Caramela (2021) explains that PR crisis is when

an adverse occurrence or event that relates to the business gets traction in the open sphere. It

could relate to an unhealthy business operation, a client accident at the premises, a terror attack,

or an internal employee-relates aspect. PR crises are significant because they help in tainting the

business’s image in the customers’ minds. Therefore, business owners and managers need to

understand the paradigms of PR to be able to control the outcome. While there are different

approaches one can implement to mitigate the impacts, once the information is in the open, an

organization will have to roll with the hits and do its best to correct its wrongs. AlSaqer (2020)

agrees that managing a crisis is an essential aspect of organisational sustainability in the current

era of globalisation. Coombs (2010) notes that crisis management has become an essential and

dominant topic in the study of public relations. Coombs (2014) explained crisis as a perception

of uncertain occurrences that threatens vital expectancies of stakeholders related to wellness,

security, ecological and economic issues, and which can severely affect the performance of an

entity and yield adverse outcomes.

Avery, Graham & Park (2016) note that although crisis communication has gotten extensive

academic attention over the last few years, there is relatively limited research addressing the

level of crisis readiness in PR literature (Hocke et al., 2010). Park et al. (2016) noted that before

a crisis, and predominantly during the early phases of a crisis, organizational readiness and

strategic planning could lower or restrict the effect of the crisis. The research agrees with Kitchin

& Purcell’s (2017) argument that a proactive strategy has grown from the literature “stealing

thunder” permits an entity to self-announce a crisis. In this case, the goal is safeguarding the

22
organization’s reputation and image as the crisis response is established and already awaiting

implementation. According to Snoeijers & Poels (2017), following credible and efficient

communication practices, especially when an entity is the first to perceive a looming crisis, it

gets the benefit of having quality time to collect information and communicate proactively

through organizational crisis communication (Coombs, 2014).

2.5 Empirical Literature

The literature review gives detailed information relevant to the study from various fields. The

literature in this section will be guided by the research objectives, where the role of public

relations in building a sustainable corporate image will be examined in detail.

2.5.1 How management conducts Public Relations Activities in Building a sustainable

corporate Image.

There is significant evidence that the practice of public relations in an organization plays a vital

role in enhancing a company's identity, reputation, and image. Ajala (2009) opines that good

public relations practices can aid recruitment and retention, particularly within the competitive

graduate market. PR also helps build an institution's ‘feel good’ atmosphere. Thus, it can be

deduced that PR builds institutional identity, reputation, and image.

A study by Bayles (2008) revealed that managing risk is central to many corporate strategies. In

his explanation, he noted that reputations that take decades to build up could be ruined in hours

through incidents such as corruption scandals. Such incidents can also draw unwanted attention

from regulators, courts, governments, and the media. Thus, Bayles (2008) noted that building a

genuine culture of ‘doing the right thing’ for a community through effectiveness in public

relations can offset these risks and build on companies’ identity and reputation (Bayles, 2008).

23
Black (2006), in his study, revealed that the practice of public relations is a license to operate. In

explaining his point, he indicated that through effective public relations practices, Institutions are

keen to avoid interference in their business through taxation or regulations. Thus, Black (2006)

believes institutions can persuade the wider public to take current issues like safety and diversity

seriously and avoid intervention by using proper public relations practices.

The assertions by Black (2006) and Bayles (2008) are supported by Broom & Dozier (2006),

who contend that major institutions which have existing reputational problems due to their core

business activities may engage in high-profile public relations programs to draw attention away

from their perceived negative impacts. For example, British American Tobacco (BAT) noted that

the company participates in health initiatives to build its image.

Further, Cutlip et al. (2005) also suggest that organizations of institution image are built when

people think that their institutions are doing a good job in public relations and that perceptions of

organizational corporate citizenship matter to employees. In this regard, it can be said that

institutions investing in better public relations improve employee and public perceptions of the

organization.

Despite the critical nature of demonstrating public relations value at the institutional level, a

common belief is that the value of public relations is difficult to measure since most of its

elements are intangible. Moreover, the function of public relations traditionally has been

considered a means of reducing costs rather than generating institutional revenues, L. Grunig, J.

Grunig, and Dozier (2002).

The question of the value of public relations has been of great concern to professional

communicators for many years because of the perception among both communicators and other

stakeholders that public relations are an intangible management function in comparison with

24
other functions whose value can be described, measured, and evaluated through systematic

research (Cutlip, Center, & Broom, 2000).

Because of its intangibility, public relations often have been believed to suffer at budget time and

particularly during financial crises because there is no way to demonstrate its worth.

Consequently, public relations scholars and professionals have long strived to seek out the key

concept to demonstrate public relations impact and to develop measures of the concept, more

specifically, first, about relationships, the concept of relationships plays a pivotal role in

measuring the value of public relations at the institutional level (Center, & Broom, 2000).

2.5.2 Types of public relation activities in building a sustainable corporate image

Reputation management professionals emphasize a clear and strong identity as fundamental for

seeking one’s positive reputation. The focus on identity lowers the risk of a gap between the

image created and institutional reality; environment analysis encourages proactivity. Identity

represents who we are and what we do. It is tightly related to the institution’s mission in the

public, its vision, and implementing the mission in practice. Identity should be integrated into

practical standards and embodied in every day actions (Dalton, 2006). Consequently, seeking a

sustainable image and reputation cannot be a function of institutional leaders or some

departments: every public organization’s member or public officer should be considered a

reputation ambassador, impacting institutional reputation through eye-to-eye contacts,

corresponding communication, etc. Integrating some desirable image standards into all

institutions every day can, of course, be interpreted as some manifestation of implementing

holistic reputation management, which can be illustrated by existing regular Regulations of

ethical and behavioural rules in some public institutions (Davies,2003)

25
Another strategy is based on one of the fundamental principles of reputation management that

acknowledges every stakeholder’s importance to image and reputation and the potential to make

a crucial impact on image and reputation (Elgesio, 2006). Therefore, in managing image and

reputation systematically and purposefully, all the stakeholders should be identified; and their

homogeneousness and importance should also be assessed. Most often, the following stakeholder

groups in image and reputation management are relieved: media, electorate, community,

employees, leaders, government, public, experts, financial institutions, etc.

While seeking to analyze stakeholders more comprehensively and deeply, some authors propose

breaking every stakeholder group into more particular groups. Some guidelines can group the

stakeholders: primary, secondary, and marginal. The primary audience significantly impacts a

subject’s image and reputation. Marginal audiences’ potential to affect one’s image or reputation

is insignificant.

Primary audience, secondary audience and marginal audience; Primary audience makes the

supreme impact on a subject’s image and reputation. A marginal audience’s potential to affect

one’s image or reputation is the lowest and insignificant. The stakeholder group, the secondary

school's under-age learners, should be considered the future audience. Supporters, opponents,

and abeyance; the following grouping suggests preparing appropriate image-shaping programs

for every audience (Dalton, 2006).

Messages directed to supporters and opponents should carry divergent content. Regarding public

relations theories, it is enough for supporters to implement internal and external communication

campaigns upholding and encouraging their positive attitude. An extremely strong, persuading,

and reasoning communication program should be addressed for opponents and skeptics.

However, public relations specialists suggest paying special attention to abeyance for their

26
opinion and attitudes are easy to affect and change. Ignoring abeyance might cause one to lower

popularity and weaken image; opponents, with the help of image-building and shaping programs,

might turn this stakeholder’s group into their strong supporters or, even worse, your opponents.

Seitel recommends three stages for grouping audiences: latent, aware, and active.

The latent one is not interested in the object, its performance, or any surrounding phenomenon.

The latent audience sometimes is named to be non-audience. Nonetheless, the latent audience’s

potential to impact one’s future image and reputation should be observed. An active audience

knows very well object itself (a politician, institution, organization, etc.), is aware of its

principles in action and plans, and plays an active role in the processes pertinent to the object

(Parker, 2005)

Some public relations specialists emphasize the fourth stage of stakeholders’ opinion elite. Such

opinion leaders can significantly impact the stakeholders’ perception about a person or an

organization, or at least inspire hot debates and encourage increased attention to the object.

Opinion leaders, often called elite audiences, can become accelerators in shaping public opinion.

In particular, in situations applying psychological impact and appropriate technologies, in

building, shaping, and sustaining politicians or any institution’s image and reputation, media

plays a significant role. One of the leaders in conceptualizing reputation management, Davies

(2003), discussing image and reputation management in politics, emphasizes the necessity for

being proactive and stresses building and maintaining media relationships in real estate and other

varied business institutions.

2.5.3 Public Relations Strategies

Public relations strategies are communication methods and actions an organisation uses to

manage its image and reputation with the public (Young, 2020). These strategies may include

27
Planning and Research, effective leadership, motivating internal communications, media

relations, community relations, emergency communications, and social media engagement.

Young’s (2020) descriptive survey in the US, Aragón and Domingo’s (2014) qualitative study in

Spain, Dhanesh and Rahman’s (2021) qualitative study in Iraq, Chon and Park’s (2021)

descriptive study in West Africa, Owino’s (2022), and Mbithi’s (2022) qualitative studies in

Kenya Studies suggest that these strategies are essential in building trust, loyalty, and

engagement with stakeholders, and can improve an organization’s image and brand reputation.

As argued by Young (2020), in the United States, surveying 830 full-time employees suggested

that good leadership and communication are essential in maintaining a good image and

reputation with the public. The study concluded that effective leadership can be considered an

important component of an effective PR strategy because it can influence how the public

perceives an organization and its messages. A leader who can effectively communicate the

organization's values, vision, and mission can help build trust and credibility with the public,

enhancing the organization's reputation.

Moreso, Aragón and Domingo’s (2014) study in Spain used a qualitative research design to

investigate the leadership perceptions of affiliate managers about adopting online interactions

within the communication strategies of all businesses in one of the largest mass media markets in

Spain. Europe. The study found planning and researching inform decisions on what action to

take in creating and recovering a facility's brand identity. Also, the study found that online

interactions can increase customer engagement, trust, and loyalty if the leadership is proactive.

However, the study had a small sample size and focused only on the perceptions of agency

executives.

28
Dhanesh and Rahman (2021) conducted a qualitative study in Iraq. They concluded that planning

and researching informative social media strategies could be an effective public relations strategy

for collaborating with stakeholders and building relationships with customers and supporters.

Similarly, Chon and Park’s (2021) study in West Africa examined public relations strategies

using a descriptive research design. The study found that effective public relations strategies can

increase brand image, reputation, and customer loyalty. However, the study did not examine the

specific public relations strategies that were most effective in West Africa.

Additionally, Owino’s (2022) study in Kenya used a qualitative research design with target

communication officers. The study found that effective communication, media relations, and

community relations were important for managing an organization’s reputation. However, the

study focused only on the perceptions of communications officers and did not examine the

effectiveness of specific public relations strategies. In addition, Mbithi’s (2022) qualitative study

in Kenya reviewed the impact of social media as a public relations strategy. The study found that

social media can be an effective tool for building relationships and collaborating with

stakeholders. However, the study had a small sample size and only focused on one country.

The use of social media influencers in public relations tactics and strategies has been a topic of

interest in recent years. As Block and Lovegrove (2021) noted, the rise of CGI characters has

disrupted traditional PR and influencer practices, making it important for companies to find

influencers with authentic voices and identities. Hudders, De Jans, and De Veirman (2020) have

provided a literature review and conceptual framework for the strategic use of social media

influencers, emphasizing the need for companies to carefully select influencers who align with

their brand values and objectives.

29
Niininen (2023) has discussed the use of social media for progressive public relations,

highlighting the potential of influencers to bring attention to social and environmental issues.

This aligns with the idea that influencers can affect people's behaviour and beliefs.

Zimand-Sheiner and Lahav (2022) have examined the disruptions of public relations in the

digital age, emphasizing the importance of companies adapting to new technologies and trends to

remain relevant and effective. One such trend is the employment of social media influencers,

which, as the line in the original shows, can be a powerful component of PR techniques and

plans. The research indicates that companies trying to engage with their target audience can

benefit greatly from social media influencers. Therefore, to succeed in the digital age, businesses

must choose influencers who align with their brand's goals and values and adapt to new trends

and technology.

In addition, social media engagement strategies are employed to enhance user engagement on

social media platforms (Chirumalla et al., 2018). Each tactic must align with the overall

marketing strategy. Thus, effective social media engagement tactics enable businesses to develop

high-quality content that fosters a community of dedicated brand advocates and supporters in the

long run.

Furthermore, Mbithi (2022), Zimand-Sheiner and Lahav (2022), and Dhanesh, and Rahman

(2021), effective PR involves communicating with external stakeholders, such as customers,

investors, and the media, and engaging and motivating employees within an organization. Mbithi

(2022), Zimand-Sheiner and Lahav (2022), and Dhanesh and Rahman (2021) studies have

similar conclusions that internal communication is critical in fostering employee engagement,

morale, and motivation. Employees who feel informed, valued, and connected to the

30
organization's goals and mission are more likely to be productive, innovative, and committed to

achieving its objectives. This, in turn, can positively impact the organization's reputation and

external communication efforts.

Similarly, Mbithi (2022) and Dhanesh, and Rahman (2021), concur that creating newsworthy

content and distributing it through press releases is a well-established PR strategy that dates back

to 1906. According to a recent study by the Nielsen Group, almost 92% of online consumers

trust news content when it is featured in magazines, authority blogs, and news publications. Press

releases can help create brand awareness and inform the public about upcoming changes, such as

product launches. However, press releases' success depends on the content quality and the media

agency handling distribution (Block & Lovegrove, 2021). It is crucial not to compromise on

either of these aspects if you want to impact your business's overall profitability positively.

Therefore, press releases remain relevant and integral to PR tactics and strategies for businesses

seeking to make their mark in the industry.

2.5.4 Contributions to the use of public relations practices in building a sustainable

corporate image

The common principles of public relations, based on theoretical accumulation and real-world

experience, were developed through conscious, deliberate, and sustained efforts. Public relation

contributes to an organization's and the general public’s interests. This means that a firm's

interest might be aligned with the challenges and wishes of the people. The belief in the

organization’s offer and its workers' quality will ultimately change into support and sympathy

towards the firms’ decisions. When these decisions have a target transformed into revenue, it

becomes easy for the company to facilitate access to important financial capital. Occasionally,

31
certain entities experience challenging situations because they restrict themselves from

responding to what they encounter, forgetting the importance of trust. Morzan (2017) argues that

the main world contemporary competitors understand that by employing public relations, they

can improve in both individual and public interest.

Public relation plays a crucial role in growing sales income and emphasizing the positive impact

of an organization’s long-term preoccupations. In effect, even if the main goal is to increase

revenue, every kind of organization feels the importance of being in contact with particular target

populations, which will affect their future. Oparaugo (2021) highlights that public relation

contributes to high awareness in a company since the organization and the public relation

department increasingly focus on making the public know and understand the brand and its

value. Also, public relation helps organizations in creating brand image and reputation. This

means that the entity can enhance its image and manage its reputation with the public through PR

practice.

2.5.5 Comparing and Contrasting Local Businesses and International Businesses

Li and Zhan (2015) conducted an empirical study on the public relations (PR) capability of

Chinese corporations and found that domestic companies in China tend to have a lower level of

PR expertise and are less likely to invest in PR activities than international companies. The study

highlights the importance of PR training and staff development for domestic companies to

improve their PR capabilities. Similarly, Zhao, Zhang, and Lu (2017) found that Chinese

companies perceive PR as a tool for advertising and promotion rather than a strategic tool for

building reputation and trust. This perception may explain why domestic companies have a lower

appreciation for PR's role in image-building compared to international companies. Furthermore,

Lee and Johnson's (2018) critical review and integrative model of PR strategy in international

32
business suggest that international companies tend to develop innovative and creative PR

strategies compared to domestic companies, who tend to rely on imitating successful strategies

from other regions. These studies are done globally and require local context to make

generalizing the findings for policy-making easier.

2.6 Theoretical Framework

There is no single theory that explains all public relations practices. Public relations practice

considers several theories as guidance to make sound decisions for building a successful and

sustainable corporate image. This study seeks to adopt system theory, rational choice theory, and

theory of corporate image because it is deemed relevant to the study's objective and particularly

in addressing the role of public relations in building the sustainable corporate image of West

Gate Shopping Mall Nairobi Kenya.

2.6.1 System Theory

The major proponents of this theory are Grunig, Grunig, and Dozier, who contend that Systems

theory is useful in public relations because it gives a way to think about relationships. Generally,

systems theory looks at organizations as made up of interrelated parts, adapting and adjusting to

changes in the political, economic, and social environments in which they operate. Institutions

have recognizable boundaries within which a communication structure must guide the

organization's parts to achieve institutional goals. The leaders of the organization create and

maintain these internal structures.

Grunig and Dozier (1992), cited in Ree (2004), state that the systems perspective emphasizes the

interdependence of organizations with their internal and external environments. According to the

systems perspective, organizations depend on resources from their environments, such as raw

materials, a source of employees, and clients or customers for the services or products they

33
produce (Ludwig, 1974). The environment needs the organization for its products and services.

Organizations with open systems use public relations people to bring back information on how

productive their relationships are with clients, customers, and other stakeholders. Organizations

with closed systems do not seek new information. The decision-makers operate on what

happened in the past or on their personal preferences. Organizations are part of a greater

environment made up of many systems.

The environment imposes constraints on organizations. For example, customers can boycott an

organization’s products. The courts can make a business pay damages to people injured by its

products. Banks can choose not to lend money to an organization (Thomé, 1993). When system

theory is used, it’s possible to identify organizations' stakeholders, and by spanning

organizational boundaries, it can identify each side’s relationship needs. If decision-makers keep

their systems open, they allow for the two-way flow of resources and information between the

organization and its environment. They use that information to adapt to the environment or use

the incoming information to control it.

2.6.2 Theory of Corporate Image

The theory of organizational image management argues that a primary goal of IMC is creating

and maintaining an organization’s image (Massey, 2011, 2010). Organizations communicate

strategically with stakeholders to encourage desirable images and discourage undesirable ones.

Organizational image management theory is developed from theories of image management and

self-presentation at the individual level (see, for example, Goffman, 1959; Tedeschi & Riordan,

(2013). Although organizations are different from individuals in important ways, organizations

can be treated the same way as individuals by many theorists and practitioners.

34
The view taken here is that an organization’s image is the perception that stakeholders have

about the organization van der Merwe and Puth (2014), so it is aligned most closely with the

“communicated image” of Gioia and Thomas (1996). This distinction is important because it

suggests dialogue is necessary to create an organizational image. Specifically, an organizational

image is developed dialogically by the organization and its stakeholders over time. Organizations

must sustain an effective image with their stakeholders to maximise their success chances.

Although failure is not inevitable when an organization’s image is tarnished, it is more likely, as

many studies have demonstrated. Most people are sceptical about the unknown (Englehardt,

Sallot, & Springston, 2001).

Second, if an organization can create an image successfully, it must work to maintain that image

(Gilpin, 2010). Image maintenance is an on-going process that requires communication with

organizational stakeholders. Organizations must seek stakeholder feedback and adjust their

branding and communication strategy to maintain an effective image. Again, the process is

dialogic: while organizations are strategically communicating with stakeholders to influence

perceptions, stakeholders are forming their ideas about the organization's image. If an

organization fails to monitor and adjust to the feedback provided by stakeholders, successful

organizational image management is threatened.

The third stage of the process is a restoration which usually occurs because the organization has

experienced some crisis. Not all organizations experience the third stage of the model, but

because of the increase in the number (Barton, 2008) and magnitude of crises (Mitroff &

Alpaslan, (2014), many organizations must restore legitimacy. If an organization moves to this

stage, it must engage in strategic communication to restore a successful image. If successful, the

organization will return to the maintenance stage of image management, but if unsuccessful, it

35
 could fail or be forced to restructure itself (Massey & Larsen, 2006). At a minimum,

organizational restructuring involves the development of a new identity and, in extreme cases,

can result in mergers, name changes, and other results that require movement back to the image

creation stage of the process. Organizational image management is a cyclical rather than linear

process, as Figure 1 illustrates. As many organizations have come to realize, the principal

management problem in today’s marketplace of goods and ideas is not so much to provide

commodities and services or to take stands on the salient issues of the day but to do these things

with a certain distinctiveness that allows the organization to create and legitimate itself, its

particular ‘profile,’ and its advantageous position (Cheney & Christensen, 2001)

2.7 Conceptual Framework

The conceptual framework consists of the independent variable, public relations, and the

dependent variable, sustainable corporate image, and the intervening variable, as indicated in

Figure 2.1 below.

Independent Variables Intervening

Dependent Variable
Variable

Public Relations Strategies

 Planning and Research

 Effective leadership, Sustainable Corporate
 Motivating internal Image
Communication,
 Social media influencers,  Public’s loyalty
 Creating newsworthy  Increased Sales
content  Brand Equity
 social media engagement
 Communicating with
stalkholders
 Community Relations
Social Media
36
Figure 2.1 Conceptual Framework

2.8 Summary of Literature

The image of an organization or institution is how people view its performance or how they

perceive the institution. The primary objective of the Westgate Shopping Mall was to provide

quality services and commodities to meet the wants and desires of the public and ensure that the

public's safety is assured. However, this has been the contrary following the terror attack in

September 2015, where about 68 people died and over 200 were injured. The public relation

department is responsible for communicating with the public and ensuring that all doubts have

been erased. However, there has been minimum communication from the Westgate Mall

communication and the government about the terror incident, which leaves the public in doubt

about the safety of public places such as Westgate. Although the management of the Westgate

Shopping Mall communicated that the security of the Westgate Mall was assigned to an Israeli

firm, the security and the terror attacks remain unpredictable in the country, jeopardising the

safety of this place. Gathara (2020) highlighted that the reopening of the Westgate Shopping

Mall indicated that the public forgets fast and is willing to get over such a deadly incident

without demanding accountability and responsibility.

According to the reviewed literature, These studies suggest that effective leadership, motivating

internal communication, and social media influencers, creating newsworthy content, and

distributing it through press releases are vital public relations strategies for maintaining a

positive public image and reputation. The studies have also deduced that the importance of

37
public relations in redeeming the image of public and private institutions has not been executed.

It seems that most researchers fail to acknowledge the importance of the public relation

department in any entity that deals with the public, yet this is a profession that performs the role

of communicating to the people and getting people’s attitudes and feelings concerning what the

entity offers. Consequently, the public relation department gets responses from the people,

communicates, and elaborates on the actions and decisions of the entity.

38
 CHAPTER THREE: RESEARCH METHODOLOGY

3.1 Overview

The chapter content included research designs, target populations, sampling frame, sampling

techniques and sample size, data collection instruments, pilot study, data processing, analysis,

and data presentation. The chapter was vital because it gave a broad outline of how the study was

carried out. Specifically, it outlined how the primary data were going to be collected. It was also

crucial because it showed how the study was going to conceptualise and contextualise the study

problem.

3.2 Research Design

The study adopted a case study design to determine the role of public relations in building the

corporate image of Westgate Mall. According to Kothari (2014), a case study design is

appropriate when the focus is on "how" and "why" questions, behavior cannot be manipulated,

contextual conditions are relevant, or boundaries between the phenomenon and context are

unclear. It majors on the qualitative approach to investigate the phenomenon under study by

responding to why and what questions. On the other hand, the quantitative approach was used to

complement the qualitative approach by responding to questions about how, when, and where.

Thus, case study design provided a deep understanding of the phenomenon under investigation.

Additionally, the design allowed the researcher to collect qualitative and quantitative data, test

the anticipated relationships between variables, and make inferences and generalisability of the

study findings.

3.3 Study variables

The study examined various variables in line with the study theme of PR practices and

sustainable corporate image and in line with its objectives. The development of those variables

39
was based on two broad areas: PR practices and sustainable corporate image. They were as

follows:

3.3.1 Public relation-based variables

In the study, it was assumed that public relations practices affected corporate image. Therefore,

public relations practices were considered an independent variable capable of affecting

sustainable corporate image, which was the dependent variable. Conceptually, the management's

PR was used to ask several questions (see appendix) to establish whether a correlation could be

made between an organisation's actions to build and improve corporate image sustainability.

3.3.2 Sustainable corporate image

The study used Public relations as an independent variable that impacts the corporate image. The

research took the position that the kinds of public relations practices, the mode of execution, and

the people responsible had a bearing on sustainable corporate image. Informatively, different

questions were developed and directed to the Westgate Shopping Mall agencies' PR managers in

probing this relationship. Public relations practitioners in any organisation play a significant role

in building a sustainable corporate image. In that case, it was generally assumed that how they

dispense and handle crises and conflicts affects a corporate image. From this standpoint, how PR

practitioners conduct PR crises, manage conflict, and engage the public was generally explored

to examine how it impacted corporate image sustainability.

3.4 Target population

The study population refers to the entire group of individuals, objects, or events that meet a

specific set of criteria and are the focus of a research study (Kothari, 2014). The target

40
population for the study consisted of the 50 PR department managers and assistant managers of

Westgate shopping mall, as well as brand managers, PR/marketing managers, and branch

managers (tenants) of the mall's business stores drawn from over 43 active stores (see Appendix

4; Westgate Shopping Mall, 2021). This classification of individuals was considered appropriate

for the study, as they shared similar experiences, conditions, and structures at the Westgate

shopping mall. They were also relevant to the study by providing the necessary information. The

distribution of this target population is shown in Table 3.1 below.

Table 3.1 The study's target population 1

Management of the Mall and Brand Stores Target Populations

Westgate Shopping Mall PR Department Manager 1

Westgate Shopping Mall PR Department Assistant Manager 1

Local Stores Brand Managers 28

International Business Stores PR/Marketing Managers 20

Total Target Population 50

(see Appendix 4; Westgate Shopping Mall, 2021)

3.5 Study Sampling Technique and Sample Size

3.5.1 Study Sampling Technique

Study sampling is selecting a subset of individuals or items from a larger population to

participate in a research study (Kothari, 2014). The sampling technique can impact the study

results' generalizability and reliability (Cresswell & Plano Clark, 2011). The significance of

sampling is securing a representative group which helps the researcher get information about a

population. The study used census and purposive sampling techniques.

41
The census sampling technique is used to recruit the populace into the survey when the

population is small, and it is easy to reach all units (Klar & Leeper, 2019). Thus, the study used

the census sampling technique to recruit the Westgate shopping mall’s PR department manager,

assistant manager, and Business Store brand Managers in all 23 local stores. Furthermore, the

study employed purposive sampling in selecting international PR/Marketing managers in all the

active 12 brands. Purposeful sampling is widely employed in public relations and branding

studies for identifying and choosing data-rich situations for the most efficient use of limited

resources (Cresswell & Plano Clark, 2011). The process entails identifying and selecting people

or teams of individuals that are exceptionally knowledgeable about or experienced with a

phenomenon of interest.

3.5.2 Cases Selected for the Study

The study used Purposively and census techniques to select 87 local and international stores from

the list shown in Table 3.1. The study recruited the Westgate shopping mall’s PR department

manager, assistant manager, and 28 local business store brand Managers in all 23 local stores.

Furthermore, the study selected 20 international PR/Marketing managers from the 12

International stores. Therefore, 50 individuals were chosen to participate in the study, as shown

in Table 3.2.

Table 3.1 The Study's Sample Size

Management of the Mall and Brand Stores Sample Size

Westgate Shopping Mall PR Department Manager 1

Westgate Shopping Mall PR Department Assistant Manager 1

Local Stores Brand Managers 28

42
 International Business Stores PR/Marketing Managers 20

Total sample size 50

3.6 Data Collection Tools

The interview guides were the primary data collection tools. The interview guide had ten

questions, with the first set collecting demographic information and the rest on the study

objectives (Appendix 2). The interview guides collected qualitative data from Westgate

Shopping Mall PR Department Manager and Assistant Manager, 23 local stores' Marketing

Managers.

On the other hand, the questionnaires were used to collect quantitative data from 20 international

business store brand managers because most PR/ Marketing managers were locally unavailable

as they operated from the store headquarters outside the Westgate Shopping Mall. The absence

of most of the international stores in the Mall made it hard to conduct the interviews. Hence, the

study opted to email them questionnaires. The study used closed and open-ended questionnaires,

partly constructed based on the Likert scale and partly with open-ended questions. According to

Kothari (2014), The scale you are referring to is called a Likert scale, which is commonly used in

surveys and questionnaires to measure the attitudes or opinions of respondents (Appendix 3).

The Likert scale typically consists of a series of statements or items, and respondents are asked

to indicate their degree of agreement or disagreement with each statement. The response options

on a Likert scale typically include the following: “Strongly agree, Agree, Neutral (or sometimes

"Neither agree nor disagree"), Disagree, and Strongly disagree.” The Questionnaires were used

to complement the interviews.

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3.7 Data collection procedure

The study started the data collection exercise by recruiting and training four research assistants.

After that, it sought the target respondents' permission to conduct the study by emailing them an

informed consent letter. The study collected both primary qualitative and quantitative data. The

data was collected through interviews conducted by the researcher (facilitator) with the

assistance of a research assistant who acted as an observer and note-taker. The questions were

ordered to reflect the importance of issues in the research agenda. The interviews provided

detailed information on the respondents' perceptions, insights, attitudes, experiences, or beliefs

on PR practices and how they impacted corporate image (Gill et al., 2008). The questionnaires

were distributed to the 52 international business store brand managers after seeking their

informed consent through the letter emailed to them via their email contacts with the attached

questionnaires.

3.8 Validity and reliability

Validity is the precision of inferences referred to based on the research findings. Representation

of the variables is done in tandem with what the data analysis portrays from the study. Also,

validity may imply the extent to which theory and evidence support clarifying the outcome

obtained using tests (Genç & Sozen, 2020). During the validity examination, the researcher

randomly selected a pre-study sample size comprising 10% of the total sample size to test the

validity of the research instruments using Thika Road Mall (TRM). This approach aligned with

Mugenda and Mugenda's (2003) recommendation for validating research instruments before

conducting the main study. The use of the TRM was to avoid data collection contamination.

44
The validity and reliability of the study were crucial in ensuring the accuracy and consistency of

the findings. Validity refers to the extent to which a research method measures what it is

intended to measure. At the same time, reliability is the consistency of the research findings over

time and across similar settings (Mugenda & Mugenda, 2003). Therefore, to ensure validity, the

study carefully examined the data and hypotheses for negative instances and checked for

researcher effects, such as personal characteristics and language differences, that could influence

the interview outcomes. Reliability was ensured by maintaining consistency throughout the

interviewing, transcribing, and analysing processes.

3.9 Data Analysis and Presentation

According to Coakes and Steed (2009), data analysis involves applying statistical and logical

techniques to describe, illustrate, interpret, condense, and evaluate study data. The study utilised

qualitative and quantitative data analysis techniques to analyse the collected data accurately

(Kothari, 2014). Qualitative data analysis techniques used were content and conceptual analysis.

Quantitative data analysis involves using descriptive statistics, such percentage descriptives, and

to analyse numerical data. These techniques helped to draw meaningful conclusions from the

collected data.

3.10 Logistical and Ethical Consideration

3.10.1 Study’s Logistical Consideration

Ethical approval is critical to any research project, especially involving human subjects (Kothari,

2014). The study sought ethical approval from the University of Nairobi's Ethics Communication

Committee. The study’s decision to seek ethical approval from both these bodies highlights their

45
commitment to upholding ethical standards in their research. Therefore, by obtaining ethical

approval, the researchers ensured that the study was conducted that protected the participants'

rights and welfare, adhered to informed consent, and ensured confidentiality and privacy. Hence,

obtaining ethical approval protects the participants and enhances the credibility and reliability of

the study's findings.

3.10.2 Study’s Ethical Consideration

The study's research ethical considerations help protect the rights and dignity of participants and

ensure that the study's findings are reliable and valid (Kothari, 2014; Mugenda & Mugenda,

2003). The study started by drafting a consent letter, which all the participants signed before

commencing the interviews.

Furthermore, the study ensured the protection of the participants by keeping the information

obtained private and confidential, obtaining informed consent, ensuring voluntary participation,

and avoiding harm to the participants.

Finally, all the secondary information used in the study was well referenced according to the

APA standards recognising the authors to avoid similarity index issues.

CHAPTER 4: DATA PRESENTATION, ANALYSIS, AND INTERPRETATION

46
4.0 Overview of the Chapter
The chapter is divided into four sections. The first section (4.1) discusses the strategies employed

by the businesses located at the Westgate Mall to build the corporate image of their business

after the terror attack. The section also details the strategies' considerations before, during, and

after implementation. Section two (4.2) presents the activities undertaken by the businesses at the

Westgate Mall in pursuit of their already outlined PR strategies. Section three (4.3) demonstrates

how PR activities are compared when local businesses are stacked alongside international

businesses.

The study’s response rate was 97% of the 50 target interviews.

4.1.1 Research Objective 1: To establish the types of Public Relations strategies utilized by
the Westgate shopping mall tenants in building a sustainable corporate image after the
terror attack.

i. Planning and Research PR Strategy

The data analysis process was undertaken by analyzing the interview contents and the Likert

scale to determine whether the sample population responses were strongly agreed, agreed,

neutral, or strongly disagreed. The results were plotted as shown in Figure 4.1.

Figure 4.1: Responses on Planning and Research PR Strategy

47
The data findings (Figure 4.1) showed that the majority of respondents (55%) strongly agreed

with the planning and research PR strategy, indicating a high level of support for this approach.

Additionally, 30% agreed with the strategy, reinforcing its effectiveness. Only 5% disagreed,

indicating a small percentage of respondents may have concerns or reservations about the

strategy. Notably, no respondents strongly disagreed with the planning and research PR strategy,

suggesting a high level of acceptance and buy-in from the surveyed audience.

ii. Effective Leadership Strategy

The quantitative data results were analysed using the descriptive strategy, and the findings were

plotted as shown in Figure 4.2 below.

Figure 4.2: Effective Leadership Strategy

Based on the data findings from Figure 4.2, it can be inferred that most respondents (60%)

strongly agree with the Effective Leadership PR strategy, indicating a high level of support for

this approach. Additionally, 20% agreed with the strategy, further emphasizing its effectiveness.

However, 8% of the respondents strongly disagreed with the strategy, which is a relatively high

48
percentage and warrants further investigation. It is also important to note that 9% of respondents

were neutral, which may indicate a lack of clarity or understanding about the strategy. Therefore,

the data suggest that the Effective Leadership PR strategy has strong support from most

respondents, but some have concerns or doubts.

iii. Motivating internal Communication

Figure 4.3: Motivating Internal Communication

The data findings in Figure 4.3 indicate a high level of agreement among employees regarding

the effectiveness of internal communication in motivating them. 80% of respondents strongly

agreed that internal communication is motivating, while 15% agreed. The low percentages of

neutral, disagree and strongly disagree responses suggest that most employees feel positive about

the internal communication at their organization.

49
 iv. Social media influencers

Figure 4.4: Social media Influencers

Figure 4.4 shows that, according to 75% of those surveyed, an overwhelming majority of

individuals strongly agree that social media influencers greatly influence their shopping

decisions. Only 1% each opposed or strongly disagreed with the idea that social media

influencers have an effect, while another 16% agreed. The remaining 7% of participants had no

opinion on the matter. Thus, these results imply that social media influencers are becoming a

significant element in customer choice, and companies should be aware of this development.

v. Creating newsworthy content and distributing it through press releases

Figure 4.5: Creating newsworthy content and distributing it through press releases

50
The data findings from Figure 4.5 indicate that creating newsworthy content and distributing it

through press releases is a highly effective strategy for PR practitioners. The overwhelming

majority of respondents (90%) strongly agreed with this approach, highlighting the importance

of creating compelling content that captures the attention of journalists and media outlets. An

additional 6% of respondents agreed with the strategy, reinforcing its effectiveness. Only a small

percentage of respondents (0.5% each) disagreed or strongly disagreed with the approach,

indicating high acceptance and agreement among those surveyed. With only 3% of respondents

being neutral, the data suggest that this strategy is well-understood and widely accepted within

the PR community.

vi. Social media engagement strategy

Figure 4.6: Social media engagement strategy

The data results analysis based on Figure 4.6 illustrates the participants' responses regarding their

agreement with the statement "Social media engagement as a PR strategy" both from the

interviews and questionnaires. Most participants, accounting for 82%, strongly agreed with this

statement, indicating high support for using social media engagement as a public relations

51
strategy. Additionally, 11% agreed, emphasizing the positive perception of social media

engagement in the PR context. Only a small percentage of participants, 4%, expressed a neutral

stance, suggesting a degree of ambivalence towards the effectiveness of social media

engagement in PR. Furthermore, a minimal portion, 2%, disagreed with the statement, implying

a slight opposition to using social media engagement as a PR strategy. Strikingly, an extremely

small percentage, 0.5%, strongly disagreed, indicating an almost unanimous consensus favouring

social media engagement as an effective PR strategy. Therefore, the data results demonstrate a

strong endorsement and positive perception of social media engagement in the context of public

relations.

vii. Community Relations

Figure 4.7: Community Relations Strategy

The data results analysis (Figure 4.7) presents the participants' responses regarding their

agreement with the statement "Community Relations strategy." Most participants, accounting for

87%, strongly agreed with this statement, indicating high support for implementing a community

relations strategy. Additionally, 6% agreed, highlighting the positive perception of community

52
relations as an effective strategy. A small portion of participants, 4%, expressed a neutral stance,

suggesting a degree of uncertainty or lack of strong opinion towards community relations.

Furthermore, 2% disagreed with the statement, indicating a slight opposition to implementing a

community relations strategy. Strikingly, an extremely small percentage, 0.5%, strongly

disagreed, implying a near consensus in favour of community relations. Thus, the data results

demonstrate a strong endorsement and positive perception of community relations as a strategy.

4.1.2. Research Objective 2: To ascertain how the Management of Westgate Shopping

Mall and the tenants conduct public relations activities in building a sustainable image
after the terror attack.
According to the study, PR activities were a deliberate, regular effort to revive and rebuild the
mall's image. Also, the study results indicate several activities were undertaken, including online
and social media communications, community and consumer relations, media relations, strategic
communications, and internal communications, as shown in Table 4.3 below.

Table 4.3: Public Relations Activities for Westgate Mall Management and Tenants in
Building Sustainable Image after the Attack

Main Themes Respondents reporting similar Percentage

themes popularity
Targeted campaigns 8 16%
Interactive online session 12 24%
Intense social media campaigns 5 10%

Corporate Social Responsibilities, such as 6 12%

building roads and streetlights around the Mall
Media engagements 3 6%
Press releases 6 12%
Offering free exhibition space 3 6%
Adjusting rental rates and terms 4 8%

53
 Customer service training 2 4%
Intensive advertising 1 2%

According to Table 4.3, the data analysis reveals the popular public relations activities

undertaken by the management of Westgate Shopping Mall and its tenants to establish a

sustainable image following the attack. The most common activities reported include targeted

campaigns, which were mentioned by 8 respondents, accounting for 16% of the total. Interactive

online sessions were also widely used, as indicated by 12 respondents, representing 24%. Intense

social media campaigns, corporate social responsibilities such as infrastructure development,

media engagements, press releases, offering free exhibition space, adjusting rental rates and

terms, customer service training, and intensive advertising were reported by varying numbers of

respondents, with percentages ranging from 2% to 12%. These findings highlight the diverse

range of public relations strategies employed by Westgate Shopping Mall and its tenants to

rebuild their image and engage with the public after the incident.

4.1.3. To compare and contrast local businesses' public relations practice and international
businesses' public relations practice.

i. Budget allocation for PR activities

54
 Figure 4.8: Budget allocation for PR activities in local and International Stores

The data results analysis (Figure 4.8) illustrates the budget allocation for public relations
(PR) activities in local and international stores. Among local businesses, 80% reported
insufficient funding for PR activities, while 20% indicated adequate funding. In contrast,
among international businesses, a significant majority of 95% reported sufficient funding for
PR activities, with only 5% indicating insufficient funding. These findings highlight the
disparity in budget allocation for PR activities between local and international businesses,
with international businesses generally having higher financial support for their PR efforts.

ii. Experience in dealing with PR crises

Figure 4.9: Experience in dealing with PR crises in local and International Stores

55
The data results analysis ( Figure 4.9) reveals the experience of local and international stores in
dealing with PR crises. Among local businesses, a significant majority (90%) reported having
low experience handling PR crises, while only a small percentage (10%) reported high levels. In
contrast, among international businesses, a vast majority (96%) reported high experience in
dealing with PR crises, with only a minimal percentage (4%) reporting low levels. These
findings indicate that international businesses have a higher level of preparedness and expertise
in managing and navigating PR crises compared to their local counterparts.

iii. Training and specialization of personnel

Figure 4.10: Training and specialization of personnel in local and International Stores

The data results analysis (Figure 4.10) presents the training and specialization of personnel in
local and international stores. Among local businesses, the majority (85%) reported having low
levels of training and specialization for their personnel, while only a small percentage (15%)
reported high levels. In contrast, among international businesses, a significant majority (98%)
reported high levels of training and specialization for their personnel, with only a minimal

56
percentage (2%) reporting low levels. These findings indicate a stark contrast in the investment
and emphasis on training and specialization between local and international businesses.

iv. Time to recover the public image

Figure 4.11: Time to recover the public image in Local and International Stores

57
The data results analysis based on Figure 4.11 examines the time taken by local and international

stores to recover their public image. Among local businesses, most (88%) reported longer

periods for image recovery, while only a small percentage (12%) reported shorter timeframes. In

contrast, among international businesses, most (97%) reported shorter timeframes for image

recovery, with only a minimal percentage (3%) reporting longer periods. These findings suggest

that international businesses are more effective and efficient in restoring their public image than

local businesses, as they can recover from PR setbacks in shorter periods.

v. Speed of PR exercise execution

Figure 4.12: Speed of PR exercise execution in Local and International Stores

The data results analysis (Figure 4.12) shows the speed of PR exercise execution in local and
international stores. Among local businesses, the majority (86%) reported quick execution of PR
58
exercises, while a small percentage (14%) reported planned execution. In contrast, among
international businesses, a significant majority (95%) reported planned execution of PR
exercises, with only a minimal percentage (5%) reporting quick execution. These findings
suggest that international businesses tend to have a more strategic and planned approach to
executing PR exercises compared to local businesses, which often rely on quicker and more
reactive actions.

vi. The originality of PR strategies

Figure 4.13: The Originality of PR Strategies in Local and International Stores

59
The data results (Figure 4.13) analysis shows the originality of PR strategies in local and
international stores. Among local businesses, a large majority (94%) reported using imitation
strategies, while only a small percentage (6%) reported using innovative strategies. In contrast,
among international businesses, an overwhelming majority (98%) reported using innovative
strategies, with only a minimal percentage (2%) using imitation strategies. These findings
suggest that international businesses are more inclined to develop and implement innovative PR
strategies than local businesses, which rely more on imitating existing approaches.

vii. Perception of PR Role in Building Corporate Image

Fi
gure 4.14: Perception of PR Role in Building Corporate Image in Local and International
Stores

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The data results analysis (Figure 4.14) explores the perception of the PR role in building
corporate image in local and international stores. Among local businesses, the majority (92%)
reported a low perception of the PR role, while only a small percentage (8%) had a high
perception. In contrast, among international businesses, an overwhelmingly high percentage
(99%) had a high perception of the PR role, with only a minimal percentage (1%) reporting a low
perception. These findings indicate that international businesses place a significantly higher
value on the PR role in building corporate image compared to local businesses.

4.5 Discussion of the data results

PR Strategy

The study findings on the Planning and Research PR Strategy indicated that most respondents

strongly agreed (55%) with the approach, with 30% agreeing with the strategy. The PR manager

of Safaricom put it clearly when he said;

“We did our research and identified the demographics of our target audience. Then we tailored

the PR elements of our campaign around these characteristics.”

It was clear that these companies thought about what they wanted to achieve, including setting

goals in their PR strategy and creating an action plan with which they would achieve them.

61
One of the restaurant’s PR Managers was quoted saying:

“Once we knew who we were reaching out to and what we wanted to achieve, the next step was

figuring out how to tailor our message to our audience to make our goals a reality. Because we

had done our research and knew our audience, we knew the most effective ways to reach them.”

The research process was thorough for some companies, as explained by the Local bank PR

executive who said:

“How we built our PR strategy after the terrorist attack by researching internal and external

brand factors. This included; tracking media mentions, Reviewing influencer relationships and

results, Evaluating social media engagement and traffic KPIs, and Reviewing buyer personas

and customer insights. Next, we performed a competitive analysis to determine what worked best

for other businesses at the Westgate Mall and surrounding businesses. Social listening tools also

helped us speed up this process.”

During the research and planning process of building their PR strategy, organizations listed any

internal or external factors that could have impacted their brand. These included: Feature,

product, or pricing changes, Distribution shifts, Stakeholders and leadership changes, Employee

sentiment, Legal factors, Political climate, Economic shifts, Trends, and Tech advances. As one

of the restaurant's international brand managers said while describing the strategy for building its

corporate image after the terrorist attacks that

"We used employee relations, also known as internal PR, to communicate with and cultivate

positive employee perceptions of our company. This process included dedicated employee

62
newsletters or communications, employee perks and benefits, free training, skill-boosting

opportunities, employee appreciation events, and working with unions or employee groups."

These findings were consistent with the study by Aragón and Domingo (2014) on practitioners'

perceptions of interactive communication strategies in public relations. The study also aligns

with Chon and Park's (2019) framework of situational theory of problem-solving, which

predicted public support for government actions in a public health crisis.

For the Effective Leadership PR strategy, most respondents (60%) strongly agreed, with 20%

agreeing with the approach. However, 8% of the respondents strongly disagreed with the

strategy, and 9% were neutral, which may indicate a lack of clarity or understanding about the

approach. One local food service brand manager said,

“I strongly disagree with the Effective Leadership PR strategy. I think it just gives leaders a way

to avoid taking real action and accountability. It's just lip service, and stakeholders can see right

through it. We need leaders willing to take bold and decisive action, not just talk about it."

While one international banking outlet wrote, “I think the Effective Leadership PR strategy is a

great approach. It shows that the leaders are taking responsibility and being transparent.

However, I think more needs to be done to educate employees and stakeholders about the

strategy to increase buy-in across the board."

The study findings were inconsistent with Block and Lovegrove's (2021) study findings where

Block and Lovegrove's (2021) concluded that 100% of the business stakeholders must support

effective Leadership PR strategy for it to apply in crises. This highlights the importance of

considering context-specific factors and the diverse perspectives of stakeholders when

developing and implementing PR strategies. It also emphasizes the need for further research to

63
understand better the factors that influence stakeholder perceptions and support for PR strategies

in different contexts.

The importance of effective communication in times of crisis is emphasized by Chon and Park

(2019) in their study on predicting public support for government actions in a public health

crisis. They found that organization-public relationship and fear were significant predictors of

public support for government actions, highlighting the need for effective public relations

strategies during times of crisis.

Employee internal communication was an effective PR strategy as 80% of the sample size

strongly suggested that it helped the brand to stand out as a competitive edge. Not only the

strategy kept employees motivated, hard-working, and loyal, but it also encouraged them to

advocate for their business which brought in both customers and more high-quality employees.

One PR executive’s words describe the strategy for building their corporate image after the

terrorist attacks.

“We used employee relations, also known as internal PR, to communicate with and cultivate

positive employee perceptions of our company. This process included dedicated employee

newsletters or communications, employee perks and benefits, free training, skill-boosting

opportunities, employee appreciation events, and working with unions or employee groups.”

This overwhelming support for this strategy is inconsistent with Young’s (2020) descriptive

survey in the US, Aragón and Domingo’s (2014) qualitative study in Spain, Dhanesh and

Rahman’s (2021) qualitative study in Iraq found that employees are more likely to be productive,

innovative, and devoted to accomplishing the organization's goals when they feel informed,

64
respected, and linked to those goals and mission. This can positively affect the organization's

reputation and external communication initiatives.

The study data findings on social media influencers suggest that they greatly influence shopping

decisions, with 75% of respondents strongly agreeing. This highlights the increasing importance

of social media influencers in customer choice and implies that companies should take notice of

this trend. The study results were consistent with Hudders et al. (2020) emphasizing the strategic

use of social media influencers in PR campaigns. The study findings support this notion by

highlighting PR professionals' need to stay current on emerging trends and technologies, such as

social media influencers, and adapt their strategies accordingly. However, the study findings

disagreed with Zimand-Sheiner and Lahav's (2022) findings that social media were major

disruptions of public relations in the digital age. Similarly, the study findings supported Zimand-

Sheiner and Lahav's (2022) findings: PR professionals must stay abreast of the changing media

landscape and adapt their strategies accordingly.

On the other hand, 90% of respondents strongly agreed that producing noteworthy content and

disseminating it through press releases was a highly successful strategy for PR practitioners. The

study findings are consistent with the literature on visual communication and public relations, as

discussed by Dhanesh & Rahman (2021). Respondents in the study highlighted the importance of

crafting a compelling story that resonates with the media and their audiences and developing

relationships with journalists through personalized pitches and follow-up. This underscores the

role of visual communication in shaping public opinion and building effective PR campaigns.

Similarly, the study findings are consistent with Niininen's (2023) focus on social media for

progressive public relations. This highlights how crucial it is to provide captivating material that

65
will grab the interest of journalists and media outlets, and it also demonstrates that this tactic is

well-known and widely regarded within the PR community. Therefore, the study findings

suggest that effective PR strategies require a deep understanding of the media landscape, a keen

sense of storytelling and messaging, and the ability to adapt to changing technologies and trends.

These insights are consistent with the broader literature on the commercialization of social media

stars and the disruptions of public relations in the digital age.

The data analysis (Figure 4.6) highlights participants’ views on the effectiveness of social media

engagement as a public relations strategy. A significant majority (82%) strongly agreed, while

11% agreed, indicating strong support for this approach. This concurs with the mall

management, who said that social media use, particularly for “live video, is viral, with nearly 5

billion daily views. It offers a unique opportunity to engage with users directly, fostering a

personal connection. It is recommended to regularly host live videos, ideally at least once a

week. The key is encouraging interaction and ensuring the video is captivating to keep viewers

engaged.” Consistent with the recommendations of hosting regular live videos and fostering

interaction, these results corroborate the findings of the Chirumalla et al. (2018) study, which

underscores the importance of strategic social media engagement for effective public relations.

These results suggest a widespread consensus favouring using social media engagement as an

effective public relations strategy, reflecting a positive perception of its value in the PR context.

The data results (Figure 4.7) show strong support for implementing a community relations

strategy, with 87% of participants strongly agreeing and 6% agreeing that community

engagement is the best way to capture the attention of large communities that are the target

clientele for the Mall. These findings indicate a near consensus favouring community relations as

66
an effective strategy. According to Gilmore et al. (2020), the study's findings align with the idea

that shopping malls can significantly impact the community. The researchers highlighted that

when shopping malls create a central hub for diverse activities and position themselves at the

heart of their communities, they effectively create appealing destinations that cater to a broader

range of individuals and serve a larger surrounding area. The data results support this notion and

underscore the potential benefits that shopping malls can bring to the community through their

strategic location and multifaceted offerings.

Public Relations Activities for Westgate Mall Management and Tenants in Building

Sustainable Image after the Attack

The management of Westgate Shopping Mall and its tenants implemented various public

relations activities to establish a sustainable image following the attack. The findings reveal that

targeted campaigns and interactive online sessions were the most popular strategies, mentioned

by 16% and 24% of the respondents, respectively. Other activities such as intense social media

campaigns, corporate social responsibilities, media engagements, press releases, offering free

exhibition space, adjusting rental rates and terms, customer service training, and intensive

advertising were also reported, with percentages ranging from 2% to 12%.

According to the study, the management of Westgate Shopping Mall and its tenants utilised

various public relations activities to rebuild their image after the terror attack. These activities

included targeted campaigns; the study response suggested that "Targeted campaigns were one

of the strategies employed to recover from the attack." Interactive online sessions were also used,

as the findings highlight "Using interactive online sessions." The study results indicate that

intense social media campaigns were implemented, as one response from the management stated,

67
"The shopping mall management has always conducted intense social media campaigns

attracting more businesses to the mall since the attack in 2013." Engaging in corporate social

responsibilities (CSR) initiatives, such as building roads and streetlights, was another activity

observed by the study. This is seen from the one response from the tenants accounting on what

the mall management has often done as notes, "The management and tenants of Westgate

Shopping Mall engaged in CSR activities." As the study suggests, engaging with the media

through interactions with journalists and issuing press releases were mentioned as well,

"Engaging with the media is essential to public relations." Offering free exhibition space and

adjusting rental rates and terms were additional strategies identified, with the data results

indicating and Adjusting rental rates and terms is another strategy mentioned in the findings.

Customer service training was also emphasized as part of the public relations efforts. Finally,

intensive advertising campaigns were implemented to promote the mall's reopening, restore

public confidence, and attract customers; as one tenant mentioned, "The management and

tenants of the mall have implemented intensive advertising campaigns to help bring life to the

Mall immediately after th attack."

These findings align with the results of Saeed et al. (2012) examined the impact of e-marketing

and social media sites on a company’s performance. Similarly, the results agreed with Magic et

al. (2012) in Europe and Kamau (2015) in Kenya that electronic marketing and social

networking sites create a sustainable image post-crisis, mainly social media playing a huge role

in political campaigns, with Facebook being a powerful platform.

The finding that social media campaigns were particularly effective in communicating with

customers suggests that companies should invest in their online presence and utilise social media

68
to reach their audience effectively. This study’s results imply that companies and organisations

facing similar crises should consider investing in a comprehensive public relations strategy that

includes online and social media activities to help rebuild their image and reputation. It also

highlights the importance of social media in crisis communication and how it can effectively

communicate with stakeholders during a crisis.

Comparing and Contrasting Local Businesses' and International Businesses' PR Practices

Several key findings emerge in comparing and contrasting local businesses' public relations

practices with those of international businesses. Firstly, there is a notable disparity in budget

allocation for PR activities, with international businesses having a significantly higher

percentage (95%) of sufficient funding compared to local businesses (20%) that often face

budget constraints. Secondly, international businesses demonstrate a higher level of experience

(96%) in dealing with PR crises, while local businesses (90%) often lack the necessary expertise

in managing such situations. Thirdly, training and specialization of personnel are prioritized by

international businesses (98%), whereas local businesses (85%) lag behind in providing

comprehensive training opportunities. Fourthly, international businesses exhibit a faster recovery

time (97%) to restore their public image compared to local businesses (12%) that typically

experience longer recovery periods. Lastly, international businesses emphasize planned

execution (95%) of PR exercises, while local businesses (86%) focus on quick execution. These

findings underscore the distinct approaches and resources employed by international businesses

in contrast to local businesses, highlighting the need for local businesses to enhance their PR

strategies and resources to compete on a global scale. For instance, according to one respondent

from a local business:

69
“Management called us to a meeting and instructed our team to ensure we had more sales and

customer visits within the next few months. We were not given instructions and budgetary

allocation.”

While another respondent from an international business had this to say:

“The guidelines and instructions of what is expected from us are spelt out. We were allocated

funds to begin carrying out our activities while a discretionary fund remained for strategic

planning. Management knew exactly what to expect from us.”

The strategies adopted by international firms were well thought-out and planned as opposed to

local companies that opted to copy or imitate what organizations had practised in other

jurisdictions.

This was well articulated by a respondent from a local business who said:

“When we launch a PR exercise, be it an event or a social media campaign, the greatest

consideration is usually the money available for the work and how quickly we can get people to

sign up and demonstrate we successfully reached our allocated quota of deliverables.”

This was quite a revelation considering that their competitor, an international business that was

located on the same floor in the Westgate shopping mall complex, had this to say:

“The first thing we do consider is the goals of the campaign. We produce a message that will

appeal to our target audience while considering the medium of communication we will employ.

It is important too that we have mechanisms to deal with responses and reactions from our

audience as we have to measure the impact of our campaign with specified periods.”

70
The study results align with previous research, such as Li et al. (2015), who found that domestic

companies in China tend to have a lower level of PR expertise and are less likely to invest in PR

activities than international companies. Similarly, the results aligned with Zhao et al. (2017)

found that Chinese companies perceive PR as a tool for advertising and promotion rather than a

strategic tool for building reputation and trust. This perception may explain why domestic

companies in the Westgate Shopping Mall study had a lower appreciation for PR's role in image

building compared to international companies.

Furthermore, in terms of PR strategy, the study results have supported Lee and Johnson's (2018)

findings that international companies are more likely to develop innovative and creative PR

strategies than domestic companies, which rely on imitating successful strategies from other

regions. Lee and Johnson (2018) suggest domestic companies must invest in research and

development to create unique and effective PR strategies that align with their target audience and

organizational objectives.

The difference in PR practices between local and international businesses can have significant

consequences, as PR plays a crucial role in managing a company's reputation and building trust

with stakeholders. As noted by the study, underfunding and unrealistic expectations of PR in

local businesses can lead to a slower recovery of their public image, ultimately impacting their

bottom line.

71
 Chapter 5

Study Conclusion, Policy Implication, and Recommendations

5.0 Chapter Overview

This chapter is the last of the study. It summarises the study’s findings and provides valuable

insights into the public relations strategies employed by Westgate Shopping Mall and its tenants

to build a sustainable corporate image after the 2013 terror attack. These findings offer several

recommendations for businesses facing similar crises, including prioritizing planning and

research, investing in effective leadership and internal communication, leveraging social media

influencers, developing a comprehensive PR strategy, and investing in PR staff and resources.

By following these recommendations, businesses can effectively manage crises and build a

sustainable corporate image that inspires stakeholder confidence and trust.

5.1 Study Conclusion

An organization's image is crucial for its growth and success, and events such as terror attacks

can severely dent its reputation and affect stakeholders' confidence. The study intended to

investigate the theoretical implication of public relations strategies using a case study of

Westgate Shopping Mall in Nairobi employed to build a sustainable corporate image following

the 2013 terror attack. Through a thorough review of the literature and analysis of data, the study

aimed to provide insights into how Westgate Shopping Mall could effectively utilize public

relations measures to regain the public's trust and confidence.

The study aimed to determine the extent to which public relations has been employed in building

a sustainable corporate image for Westgate Shopping Mall in Nairobi after the 2013 terror attack.

The study examined the types of public relations strategies employed by the mall's tenants and

72
the management, compared and contrasted the PR practices of local and international businesses,

and analysed the attack's impact on the mall's image and reputation.

The study findings on the questions:

a. What public relations strategies were utilised by the Westgate shopping mall tenants in

building a sustainable corporate image after the terror attack?

The study explored the effectiveness of different Public Relations (PR) strategies used by various

organizations during crises. The study findings were obtained from 50 respondents who had

experienced a crisis in their businesses at the Westgate Mall Shopping Mall. The PR strategies

under analysis included Planning and Research, Effective Leadership, Employee Internal

Communication, Social Media Influencers, and community engagement. The study results

indicated that Planning and Research were highly effective, with most respondents strongly

agreeing with the approach. Effective Leadership also received high scores, although a few

respondents strongly disagreed with the strategy. Employee Internal Communication as a PR

strategy was highly effective, with overwhelming support from the respondents. Social media

influencers were found to be highly influential in shopping decisions, suggesting their growing

importance in customer choice. The study findings highlight the importance of context-specific

factors, stakeholder perspectives, and the need for effective communication in times of crisis.

Lastly, community engagement was considered an effective strategy for capturing the attention

of large communities. By positioning themselves as central hubs and engaging with the

community, the tenants of Westgate shopping mall aimed to create appealing destinations that

serve a larger surrounding area.

b. How does the management of Westgate Shopping Mall and the tenants conduct

73
Public relations activities in building a sustainable image after the terror attack?

The management of Westgate Shopping Mall and its tenants conducted various public relations

activities to build a sustainable image after the terror attack. These activities included:

Targeted campaigns: The data results indicated that targeted campaigns were one of the

strategies employed. These campaigns were likely designed to reach specific target audience

segments and deliver tailored messages that resonated with them.

Interactive online sessions: The findings also highlighted using interactive online sessions. This

could involve live chats, webinars, or Q&A sessions conducted through various online platforms.

Such sessions provide an opportunity for direct engagement with the audience, addressing their

concerns, and providing information.

Intense social media campaigns: The study results indicated that intense social media

campaigns were utilized. Social media platforms such as Facebook, Twitter, and Instagram can

be powerful tools for reaching a broad audience, generating engagement, and disseminating

information during a crisis.

Corporate Social Responsibilities (CSR): The management and tenants of Westgate Shopping

Mall engaged in CSR activities, such as building roads and streetlights around the mall. These

initiatives demonstrate a commitment to the local community and can help enhance the mall's

reputation as a responsible and caring organization.

Media engagements: Engaging with the media is essential to public relations. The management

and tenants likely interacted with journalists and news outlets to share updates, provide accurate

information, and address any misconceptions or concerns surrounding the attack.

74
Press releases: Press releases are a common tool used in public relations to disseminate official

statements and critical information to the media and the public. The management and tenants

likely issued press releases to provide updates, express condolences, and communicate their

commitment to recovery and rebuilding.

Offering free exhibition space: The data results indicated that offering free exhibition space

was a public relations activity implemented by the mall and its tenants. This gesture could have

supported local businesses, attracted visitors, and fostered a sense of community within the mall.

Adjusting rental rates and terms: Adjusting rental rates and terms is another strategy

mentioned in the findings. This flexible approach may have been adopted to support tenants and

facilitate their recovery after the attack.

Customer service training: The study results suggest that customer service training was part of

the public relations efforts. This training likely aimed to ensure that staff members were

equipped with the necessary skills and knowledge to effectively provide exceptional service and

address customers' needs.

Intensive advertising: The management and tenants may have implemented intensive

advertising campaigns to promote the mall's reopening, restore public confidence, and attract

customers. These campaigns could have involved various media channels such as television,

radio, print, and digital platforms.

Therefore, this study results show that the public relations activities conducted by the

management and tenants of Westgate Shopping Mall encompassed targeted campaigns,

interactive online sessions, intense social media campaigns, corporate social responsibilities,

75
media engagements, press releases, offering free exhibition space, adjusting rental rates and

terms, customer service training, and intensive advertising. These strategies aimed to rebuild the

mall's image, engage with stakeholders, and demonstrate a commitment to recovery and

community support.

c. What similarities and differences exist in the practice of public relations by local

businesses and international businesses in building a public image at the Westgate

Shopping Mall.

The study findings have revealed that international businesses have more experience in dealing

with PR crises, better-trained staff, more appreciation of the role of PR in building the corporate

image, adequate budget allocation for PR activities, earlier strategies of PR, and planned

implementation of PR exercises. On the other hand, domestic businesses have a low appreciation

of the role of PR in building their corporate image, insufficient budget allocation for PR

activities, imitation of PR strategies, rapid implementation of PR practices, and long turnaround

times. The study highlights the importance of investing in PR staff and resources, as well as

developing a clear understanding of the role of PR in building and maintaining a company's

image. Local companies must invest in research and development to create creative and

innovative PR strategies to bridge the gap with global companies.

5.2 Study Policy Implication for Business Store/ Brands PR Managers

Based on the research findings, several policy implications can be drawn to help organizations

build and maintain a sustainable corporate image during a crisis:

76
Create a comprehensive PR strategy: Companies should create a clear and comprehensive PR

strategy that includes online and social media activities to effectively communicate with

stakeholders in crises. This strategy should be reviewed regularly to ensure its effectiveness.

Invest in PR resources: Companies should invest in PR resources, including training, staff, and

budget allocations, to ensure they are adequately prepared to handle conflicts and maintain a

positive corporate image.

Conduct research and analysis: Companies should conduct research and analysis to understand

the impact of conflict on their reputation, identify effective PR strategies and measure their

success.

Emphasize employee communication: Companies should prioritize internal communication

with their employees to ensure they are informed, engaged, and supportive of the company's

response to crises.

Learn from international companies: Local businesses can learn from international companies

with experience in dealing with PR crises, developing effective PR strategies, and allocating

adequate budgets for PR activities.

Adapt to the local context: Companies should develop context-specific PR strategies responsive

to stakeholder perspectives, taking cultural, social, and political factors into account. Therefore,

investing in effective PR measures can help a company regain public trust and confidence,

reduce the negative consequences of conflict, and maintain a positive corporate image later.

5.3 Study Recommendations

77
Based on the research results on the public relations strategies used by Westgate Shopping Mall

and its tenants to build a sustainable corporate image after the 2013 terrorist attack, several

recommendations can be made for businesses facing such crises. These recommendations are

supported by data analysis and insights gained from the case study.

i. Prioritize Planning and Research

The study found that Planning and Research were very effective in creating a sustainable

image of the organization after the crisis. Therefore, businesses should prioritize planning

and research as the first step in their crisis management and public relations strategies.

This involves thoroughly assessing the situation, identifying key stakeholders, and

developing a comprehensive crisis management plan. Businesses must also adapt to

emerging trends and adjust their strategies accordingly.

ii. Effective Leadership

The research found effective leadership was also a good public relations strategy.

Therefore, businesses should invest in developing effective leaders who can guide the

organization through conflicts, make difficult decisions, and communicate effectively

with stakeholders. Leaders must also foster a culture of transparency, accountability, and

empathy to build trust with stakeholders.

iii. Internal Communication

The research found that Employee Internal Communication was very effective in

building a sustainable image of the organization. Therefore, businesses must prioritize

internal communications during times of crisis. This involves making employees aware

of the situation, listening to their concerns, and providing them with the support they

78
 need. Effective internal communication can also help prevent rumors and misinformation

from spreading.

iv. Social Media Influencers

The research found that Social Media Influencers significantly influenced purchasing

decisions. Therefore, businesses must leverage the power of social media to reach their

audience effectively. This involves identifying the right social media influencers,

engaging with them, and creating content that resonates with their followers. Companies

must also monitor social media channels for feedback and immediately respond to any

negative feedback.

v. Comprehensive PR Strategy

The study found that a comprehensive PR strategy that includes online and social media

activities can rebuild a company's image and reputation after a crisis. Therefore,

businesses must develop a comprehensive PR strategy that covers all aspects of public

relations, including media relations, community and consumer relations, strategic

communications, and internal communications. The strategy must include online and

social media activities to reach a wider audience.

vi. Investment in PR Staff and Resources

The study found that international businesses have more experience in handling PR

crises, well-trained staff, and adequate budget allocation for PR activities. Therefore,

businesses must invest in PR staff and resources, including training, technology, and

equipment, to effectively build their capacity to handle crises. This involves developing a

clear understanding of the role of PR in building and maintaining a company's image and

allocating sufficient resources to support PR activities.

79
5.3 Study Limitations and Future Study Recommendations

One potential limitation of this study is the small sample size of 87 respondents. Although the

study aimed to provide insight into how Westgate Shopping Mall can effectively use public

relations measures to restore public trust and confidence, the results may not be generalizable to

organizations or other contexts. To address this limitation, future studies may consider increasing

the sample size to improve the study's statistical power and enhance the sample's

representativeness.

Another limitation of this study was the use of a case study Approach. Although the study

provided important insights into the public relations strategies used by Westgate Shopping Mall

in Nairobi to rebuild its image after the 2013 terrorist attack, the results may not be generalizable

to other contexts. Future studies may consider using larger sample sizes and more diverse types

of case studies to gain a broader understanding of the effectiveness of public relations strategies

in different industries and regions.

Furthermore, future studies can also examine the effectiveness of public relations strategies in

other types of crises, such as natural disasters or product recalls, to provide a broader

understanding of the role of PR in crisis management. Additionally, as social media plays a more

important role in shaping public opinion, future research could examine how social media can

build and maintain an organization's image and reputation.

Finally, although the study found that Planning and Research, Effective Leadership, Intra-

Employee Communication, and Social Media Influencers were effective public relations

strategies, future research could examine how these strategies can be tailored according to

80
specific organizational factors and context. For example, the effectiveness of social media

influencers may depend on the demographics and preferences of the target audience, and the

impact of effective leadership may vary depending on the culture and structure of the

organization. By examining these contextual factors, future research can provide more insight

into how public relations strategies can be used effectively in crises.

81
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Appendices
Appendix 1: Participants' Informed Consent Letter

Irene Nzilani Kyumwa

Reg No: K50/35103/2019

Faculty of Journalism

Dear Participant,
We are studying Public Relations in Building Corporate Image, explicitly focusing on Westgate
Shopping Mall in Nairobi, Kenya. As a valued member of the business community, we would
like to invite you to participate in our study.
The objectives of our study are threefold: to establish the types of public relations strategies
utilized by Westgate Shopping Mall tenants in Nairobi in building a sustainable corporate image
after the terror attack. To ascertain how the management of Westgate Shopping Mall and the
tenants conduct public relations activities in building a sustainable image after the terror attack.
To compare and contrast local businesses’ PR practices and international businesses’ PR
practices.
Your participation in this study will provide valuable insights into businesses’ PR strategies and
practices after a crisis. All information gathered from this study will be confidential and only
used for research purposes.
We assure you that your participation is voluntary, and you may choose to withdraw from the
study at any time. We will endeavour to share with you the result of the study.
We appreciate your consideration of our request and look forward to your participation.
Thank you.
Sincerely,
Irene Nzilani Kyumwa.

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Appendix 2: Interview Guide

Introduction: Good [morning/afternoon], my name is [Name], and I am a researcher from

[Institution]. The purpose of this interview is to gather information on public relations strategies
utilised by organizations at Westgate Shopping Mall in Nairobi, Kenya, to build a sustainable
corporate image after the terror attack. The interview will take approximately 30 minutes. The
information gathered will be used for research purposes only and kept confidential. Participation
in this interview is voluntary, and you have the right to withdraw at any time. Do you have any
questions before we begin?
1. What age bracket do you belong to?
 Below 25 years ( )
 26 - 30 years ( )
 31 - 40 years ( )
 41 - 49 years ( )
 50 - 56 years ( )
 60 years and above ( )
2. What is your highest level of education?
 O Level Certificate ( )
 College Certificate ( )
 College Diploma ( )
 Undergraduate degree ( )
 Post Graduate ( )
3. What position do you currently occupy at your company?
 Manager ( )
 Assistant Manager ( )
 Supervisor ( )
 Staff Worker ( )
4. How long have you been working in the position you have given me?
 Below 5 years ( )

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 6- 10 years ( )
 11 - 20 years ( )
 Over 20 years ( )
5. What public relations strategies were utilized by your organization as a tenant of the
Westgate shopping Mall in building a sustainable corporate image after the terror attack?
6. How does the management of Westgate Shopping Mall and the tenants conduct public
relations activities in building a sustainable image after the terror attack?
7. What are the strengths and weaknesses of the PR activities carried out by local businesses
compared to international businesses?
8. What practices have you observed in international businesses that are uncommon in local
businesses regarding PR activities and vice versa?
9. Please indicate your agreement with the following statements by selecting the appropriate
option for both local businesses and international businesses:
Main Themes Local Businesses International Businesses

Experience in dealing with PR crises [Low] [Medium] [High] [Low] [Medium] [High]

Training and specialization of personnel [Low] [Medium] [High] [Low] [Medium] [High]

Perception of PR Role in Building Corporate [Low] [Medium] [High] [Low] [Medium] [High]

Image

Budget allocation for PR activities [Insufficient] [Sufficient] [Insufficient] [Sufficient]

The originality of PR strategies [Imitation] [Medium] [Imitation] [Medium]

[Innovation] [Innovation]

Speed of PR exercise execution [Quick] [Quick] [Medium]

[Planned]
[Medium] [Planned]

Time to recover the public image [Longer] [Medium] [Longer] [Medium]

[Shorter] [Shorter]

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 10. Is there any other information you think is relevant to this study that you would like to
share?
Conclusion: Thank you for taking the time to participate in this interview. Your contribution
will be valuable to the success of this study. If you have any further questions or concerns, please
feel free to contact me.

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Appendix 3: Questionnaires
Demographic information
Tick the best match where possible
1. What age bracket do you belong to?
 Below 25 years ( )
 26 - 30 years ( )
 31 - 40 years ( )
 41 - 49 years ( )
 50 - 56 years ( )
 60 years and above ( )
2. What is your highest level of education?
 O Level Certificate ( )
 College Certificate ( )
 College Diploma ( )
 Undergraduate degree ( )
 Post Graduate ( )
3. What position do you currently occupy at your company?
 Manager ( )
 Assistant Manager ( )
 Supervisor ( )
 Staff Worker ( )
4. How long have you been working in the position you have given me?
 Below 5 years ( )
 6- 10 years ( )
 11 - 20 years ( )
 Over 20 years ( )

95
Section 2: Public relation Strategies
Q5. The following section captures data on the public relations strategies for promoting a brand
reputation. Using the Likert scale with statements, tick where you base your opinion, with one
strongly agreeing, 2-agree, 3 neutral, 4 disagreeing, and 5- strongly disagreeing.

1. Planning and Research

Statement Strongly Agree Neutral Disagree Strongly

agree disagree
An organization needs to have
well-defined PR strategic
planning and research goals to
inform their strategies.
My organization plans and
researches to inform its PR
strategies.
Any other; specify

2. Effective Leadership
Statement Strongly Agree Neutral Disagree Strongly disagree
agree

Effective leadership is
crucial in implementing
successful PR strategies.
The leadership in my
organization supports and
prioritizes PR initiatives.
Any other; specify

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 3. Motivating Internal Communication
Statement Strongly Agree Neutral Disagre Strongly
agree e disagree
Strong internal
communication is critical for
successful PR strategies in
any organization.
The organization effectively
communicates its PR goals
and strategies to its
employees.
Any other; specify

4. Social Media Influencers

Statement Strongly Agree Neutra Disagree Strongly

agree l disagree

Social media influencers can

positively impact an
organization’s PR efforts by
increasing brand visibility and
credibility among their followers
and target audience.
Our organization uses social
media influencers to enhance its
PR efforts by collaborating to
promote our brand and
products/services on their
platforms.
Any other; specify

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 5. Social Media Influencers

Statement Strongly Agree Neutral Disagre Strongly

agree e disagree
Social media influencers can
positively impact an
organization’s PR efforts by
increasing brand visibility and
credibility among their followers
and target audience.
Our organization uses social
media influencers to enhance its
PR efforts by collaborating to
promote our brand and
products/services on their
platforms.
Any other; specify

5. How does the management of Westgate Shopping Mall and the tenants conduct public
relations activities in building a sustainable image after the terror attack?
6. What are the strengths and weaknesses of the PR activities carried out by local businesses
compared to international businesses?
7. What practices have you observed in international businesses that are uncommon in local
businesses regarding PR activities and vice versa?
8. After the terror attack, can you give specific examples of successful PR activities by local
or international businesses at Westgate Shopping Mall?
9. Please indicate your agreement with the following statements by selecting the appropriate
option for both local businesses and international businesses:

98
Main Themes Local Businesses International

Businesses

Experience in dealing with PR crises [Low] [Medium] [Low] [Medium]

[High] [High]

Training and specialization of personnel [Low] [Medium] [Low] [Medium]

[High] [High]

Perception of PR Role in Building [Low] [Medium] [Low] [Medium]

Corporate Image [High] [High]

Budget allocation for PR activities [Insufficient] [Insufficient]

[Sufficient] [Sufficient]

The originality of PR strategies [Imitation] [Medium] [Imitation] [Medium]

[Innovation] [Innovation]

Speed of PR exercise execution [Quick] [Medium] [Quick] [Medium]

[Planned] [Planned]

Time to recover the public image [Longer] [Medium] [Longer] [Medium]

[Shorter] [Shorter]

10. Is there any other information you think is relevant to this study that you would like to
share?

99
 11. How does the management of Westgate Shopping Mall and the tenants conduct public
relations activities in building a sustainable image after the terror attack?
THE END OF THE QUESTIONS, AND THANKS FOR TAKING THE TIME IN THE STUDY

Appendix 4: Westgate Mall Stores/ Brands

Target Study
LOCAL BRANDS (STORES)
Population
1 Kenya Commercial Bank 2
2 Westlands Forex Bureau 1
3 Haandi Restaurant 2
4 Sir Henrys 1
5 Diamond Watch Company 1
6 Fazal The Luxury Boutique (NEW) 1
7 Mocca Shoes 1
8 Trevor Collections 1
9 Basic Intimates 1
1
Sona Shoppe 1
0
1
Gametroniq 1
1
1
Salute I World 1
2
1
Goodlife Pharmacy 1
3
1
Health U 1
4
1
Aquapet 1
5
1
Educate Yourself Limited 1
6
1
Irita Jewel 1
7
1
Ashleys 2
8
1 Fragrance Lounge 1
100
 9
2
Lintons Place 1
0
2
Blooming Blooms 1
1
2
Safaricom 2
2
2
Art Cafe 2
3
Source: (Westgate Shopping Mall, 2021)
INTERNATIONAL BRANDS (STORES)
1 Diamond Trust Bank 2
2 Stanbic Bank 2
3 Absa 2
4 Pizza Hut 2
5 KFC 2
6 Subway 2
7 Converse Ltd 2
8 Adidas 2
9 Clarks 1
1
Lacoste 2
0
1
Samsung 2
1
1
Bose 1
2
1
Yves Rochers 2
3

Source: (Westgate Shopping Mall, 2021)

101