Comparative Analysis of the Community Relations Strategies of Ibeto Industry and Bua Cement Company in Port Harcourt
Abstract
This study evaluates the comparative analysis of the community relations strategies of Ibeto Industry and BUA Cement Company in Port Harcourt. The study aimed to examine the nature and scope of the community relations strategies adopted by both companies and assess the extent to which these strategies influence their corporate image and public perception. The research was anchored on the Stakeholder Theory and Corporate Social Performance Theory, which emphasize the ethical obligation of organizations to balance economic interests with societal expectations. A survey research design was adopted, with a population comprising corporate personnel involved in community relations and residents of host communities affected by the companies’ operations and the total population is 2,345,021. Using the Taro Yamane formula, a sample size of 400 respondents was determined, while a multi-stage cluster sampling technique was employed to select participants. Data were gathered through questionnaires and interview schedules, analyzed quantitatively using weighted mean scores from a four-point Likert scale and qualitatively through Yin’s Explanation Building technique. Findings revealed that both Ibeto Industry and BUA Cement Company employ multidimensional community relations strategies such as scholarship programs, youth empowerment, infrastructural development, and health outreach initiatives, which have significantly enhanced their corporate image and stakeholder relations. The study concludes that these strategies foster goodwill, social stability, and mutual understanding between the companies and their host communities. It recommends that both companies expand and diversify their CSR programs and maintain visible initiatives in education, health, and employment to strengthen corporate reputation and community trust.
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