Personal Influence Model of Public Relations: A Case Study in Indonesia’s Mining Industry  

Oleh:

Yudarwati, Gregoria Arum

Jenis: Article from Journal - ilmiah nasional - terakreditasi DIKTI
Dalam koleksi: Jurnal Ilmu Komunikasi vol. 7 no. 02 (Dec. 2010), page 129.
Topik: Public Relations; Personal Influence Model; Mining Industry; Indonesia

Ketersediaan

Perpustakaan PKPM Nomor Panggil: J113 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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This article seeks to better understand public relations functions in Indonesia during the post-Suharto era by examining these functions in Indonesia’s mining industry. This study found that the socio-political changes in the post Suharto era have resulted in the need for the mining companies studied to implement a new management approach when dealing with stakeholders. Factors which encouraged the company to establish an independent division designed to perform public relations functions include a multicultural environment, increasing number of social conflicts between management and communities, decentralized government policy, transparency, and freedom of the press. The existing public relations function, however, focuses more on relationships with communities, which include local governments, local media, and local ethnic groups. The personal influence model is predominantly carried out to approach communities. The companies assign field officers to build personal communications and relationships with key actors in the community in order to seek favors when the company needs them. This interpersonal relationship aims to build trust between companies and communities, and is based on a cultural variable of power distance. Indonesia has a high power distance index which has resulted in a low level of trust. The personal relationships with key actors are also undertaken due to the strong collectivism values of ethnic groups who live around mining companies. Collective culture stresses group goals over personal goals, and the fact that individuals are more likely to be attached to their leaders. A cultural interpreter model is used to understand this cultural value. The companies assign field officers with an understanding of cultural differences. When establishing community development programs, personal relationships with key persons in local government are also preferred. This avoids difficulty in managing legal issues and builds a spirit of mutual cooperation. In addition, companies extend personal networks with media professionals thus minimizing unfavorable media coverage. In spite of this, the existing public relations function is a supporting tool rather than an integrated communication function, as it is part of the division responsible for corporate social responsibility functions. Finally, this paper asserts that the companies practice public relations as they do because the dominant coalition chooses to organize and manage in that way, in order to secure business.

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