polluting and uncaring or socially responsible? a research into the image of damen ... · 2016. 10....

Polluting and uncaring or socially

responsible? Research into the identity &

image of Damen Shiprepair Amsterdam.

Bachelor thesis

International Communication Management

InHolland university of applied sciences

Student: Daniella Scheij

Student number: 477682

Supervising lecturer: Dr. Mark Tawil

Field supervisor: Ing. Freek van den Eijkel

04-03-2013, Amsterdam

Identity & Image research | Damen Shiprepair Amsterdam | Hogeschool InHolland

Daniella Scheij 2015 1 | Page

Foreword

During my four years of studying International Communication Management at Inholland university of

Applied Sciences, we covered an immense amount of subjects related to communication. I was always

interested more in the corporate side of communication, rather than the commercial, marketing side. I

remember a class we had in our second year, which covered the term corporate Social Responsibility and

the managing of an organisations reputation. Now this is up my lane, was what I thought. From the

ridiculous age of five years old I have busied myself with issues concerning the planet and sustainability.

Although at that point in time it resulted in me refusing to eat meat and feeling guilty when anything new

was wrapped in too much plastic. This is why when the time came for me to write my proof of competence,

this thesis, I started looking for an organisation that I could identify with and which would enable me to

acquire further skills and knowledge in this part of the field.

Never had I thought to end up on a shipyard.

Although I always had a love for ships and the sea, my view on the shipping industry has changed drastically

during my time spent at Damen Shiprepair Amsterdam. I am thankful to have been given the opportunity to

conduct this research and by doing so support an organisation with an identity I whole-heartedly support:

contradicting all stereotypes I used to have of the shipping industry.

Before 2009 Damen Shiprepair Amsterdam did not have a good image among its direct neighbours. After

this they went through a change of management, who hoped to change this image for the better. I

researched this by mapping their desired identity and actual image among the Cornelis Douwesterrein.

From September 2014, I have worked hard on this research. Desk, field, qualitative and quantitative

research was done to be able to give an answer to the central question. This report is meant for Inholland

University of Applied Sciences and for the problem owner Damen Shiprepair Amsterdam.

In this place, some acknowledgements are in order.

First, I would like to thank DSA’s managing director, Flip, for assigning me this task and giving me a great

opportunity in the field of my interest. In general I enjoyed researching the field of image, identity and CSR.

This made the conducting of this research a lot easier than initially thought. However, as expected, I did

experience certain problems and limitations in my research, which were mainly due to the intangible nature

of an identity and image. Images are subjective and subject to individual interpretation, which made it

harder to draw watertight conclusions. With the issue seeming rather murky at times, it was difficult to

determine boundaries for my research.

Overcoming these obstacles would not have been possible in a different environment than where I have

spent the past four months. I want to thank the employees of DSA's office, especially the sales department

(and my supervisor Freek) whom I extensively bothered with questions related to translation difficulties and

new-found knowledge. All the pats on the back helped keep me motivated and the endless time and

support given is greatly appreciated.



Declaration of originality

I hereby declare that the contents of this bachelor thesis are of my own accord, with the necessary citations

for work published by others. The acquired insights, results and advice resulting from this research are

meant exclusively to support Damen Shiprepair Amsterdam.

March 4th 2015, Amsterdam

Signature

Daniella Scheij



Executive summary

This research was conducted in order to gain insight in how an industrial organisation can create a

corporate socially responsible image among its stakeholders. The client this research was undertaken for is

Damen Shiprepair Amsterdam, a ship repair yard in Amsterdam North. The central question underlying this

report was to reveal where the gap lay and how it could be bridged between Damen Shiprepair

Amsterdam’s (DSA) desired identity and actual image among the Cornelis Douwesterrein by showing their

corporate social activities.

Past events have caused the companies surrounding the yard to point the finger at DSA whenever they

experience inconvenience by odour, dust or paint, although it is not always caused by DSA and they highly

value their environment. DSA does not always provide feedback about the handling of these complaints.

This was the reason research was conducted into the importance of communicating ones identity to create

a correct image among stakeholders and to find out how this can be done.

In order to achieve this a relevant overview of literature is given, covering the topics integrated

communication, identity, image and corporate social responsibility. It covers what the concepts entail, how

they should be applied and what effect they can have. The further research conducted evaluated DSA's

desired identity, how they currently communicate this to the Cornelis Douwesterrein and how this is

perceived (their actual image) by the target group. Finally, conclusions were drawn that lead up to the

professional product, in which it is described what action can be taken to improve the situation.

A brief summary of the findings indicates that DSA has great potential to create a favourable image, as their

identity is clear and has similar values to the Cornelis Douwesterrein: sustainability and the environment.

However, they do not communicate this identity enough to do so. Internally, insight in documentary and

field research showed that the identity does not live yet in all (especially lower) levels of the organisation.

Externally, the survey conducted among the Cornelis Douwesterrein showed that their communication

means are not well enough developed to depict their identity. Thus, two gaps were established.

For the advice a clear distinction was made in how to address both issues in order to bridge the two gaps.

Internally more attention must be paid toward passing the identity down among lower levels of the

organisation. The advice in doing so consists of projecting this identity and their corporate social activities

on the screens in the office, toolbox meetings and by creating a vision. Externally an integrated

communication policy must be developed in which complaints are always addressed and handled correctly,

where the target group is kept up to date on operations concerning them by email and by hosting an open

day. A page on their website must also be devoted to their corporate social activities. The tone of all of

these tools must be put into practice while keeping the core of DSA’s identity in mind: by being involved,

approachable, modern and honest. The content of these messages must consist of a balance between the

three P’s of which corporate social responsibility consists: people, planet and profit.

In order to measure the effects of putting these tools into use it is advised to repeat this research in a year

from now. Since this was the first time their image was measured among this target group, it is difficult to

determine if they have made progress on certain points in relation to the past or not. Repeating this

research could give insight in this. Not only will it be possible to compare the results, the Cornelis

Douwesterrein will feel they are important, that their opinion is valued and thus contributing to the core of

DSA’s identity: involved, approachable, modern and honest.



Table of Contents

Foreword ............................................................................................................................................................ 1

Declaration of originality .................................................................................................................................... 2

Executive summary ............................................................................................................................................ 3

1. Introduction .................................................................................................................................................... 5

1.1 The problem owner .................................................................................................................................. 5

1.2 Problem definition .................................................................................................................................... 6

1.3 Research objective ................................................................................................................................... 6

1.4 Research question .................................................................................................................................... 7

1.5 Sub-questions ........................................................................................................................................... 7

1.6 Structure of the report ............................................................................................................................. 8

2. Literature review ............................................................................................................................................ 9

2.1 Corporate communication ....................................................................................................................... 9

2.2 (Corporate) Identity ................................................................................................................................ 10

2.3 (Corporate) Image .................................................................................................................................. 13

2.4 Measuring the image .............................................................................................................................. 15

2.5 Corporate Social Responsibility (CSR)..................................................................................................... 17

3. Methodology ................................................................................................................................................ 21

3.1 Sub-question 1 ........................................................................................................................................ 21

3.2 Sub-question 2 ........................................................................................................................................ 23

3.3 Sub-question 3 ........................................................................................................................................ 24

4. Presentation and analysis of results ............................................................................................................. 28

4.1 The desired identity ................................................................................................................................ 28

4.2 Communication from DSA to the Cornelis Douwesterrein .................................................................... 33

4.3 The actual image among the Cornelis Douwesterrein ........................................................................... 39

5. Conclusion .................................................................................................................................................... 50

6. Advisory report ............................................................................................................................................. 53

7. Substantiation............................................................................................................................................... 57

Bibliography ...................................................................................................................................................... 58

List of Appendices ............................................................................................................................................. 61



1. Introduction The organisation this thesis is written for is the ship repair and conversion yard Damen Shiprepair

Amsterdam (or in short DSA) located on the NDSM yard in Amsterdam. This chapter contains a description

of the problem owner. It gives a clear view of the organisation and the changes they have gone through

(which is also partially the reason for this research). The following subjects are covered; the problem owner,

its history and development and its products and service. The reason for this research as well as the central

question will also be covered. At the end of the chapter I will give a structure overview of the report.

1.1 The problem owner

DSA is a ship repair and conversion yard located on the west-side of the NDSM yard in Amsterdam and

plays an important role in its history. Although most Dutch people are familiar with the shipbuilding era

(1946 – 1984), only few realise that the docking side of the Dutch ship building and docking yard till this day

still repairs ships. The shipyard has had several names over the years and has recently (1st of January 2015)

switched from Shipdock BV to DSA, after being taken over by an international ship building emporium

(Damen) in February 2013. Damen Shipyards has a leading position in shipbuilding with more than 6,000

employees and a presence in 35 countries (A family history, 2011). DSA now has 79 permanent employees

and hires up to 200 temporary workers (depending on the amount of work) through agencies. They own

one of the largest dry docks (a dock that you can fully drain) in the Netherlands and repair 75 to 150 ships a

year.

1.1.1 Development

Initially the most important task of the organisation was to repair ships. Corporate social responsibility in

these years barely existed. Being environmentally aware is of growing importance in society and consumers

feel more responsible toward the environment. Consumers are more demanding of companies to be aware

of the environment they operate in and are in turn less tolerant about companies and industries that are

not. Industrial companies are hit hardest when it comes to this issue, as it is more difficult for them to

realize being environmentally aware, yet very important in order to increase tolerance and apprehension

among their stakeholders. DSA is very aware of this fact and sees that the ship repair industry cannot be

seen separately from pollution. This is why in 2013, when the new managing director was appointed, a team

was put in charge of actively realising them becoming the greenest yard in the region. The emphasis on

corporate social responsibility grew, a policy was developed and integrated into their procedures.

1.1.2 Products and services

While DAMEN was established to build entire boats, DSA maintains (cleaning, re-painting), converses (ea.

changing the purpose of a ship by adding or subtracting assets) and repairs them. They practice these

operations in either one of their docks or one of their six berthing spots further along the yard.

DSA’s main activities consist of painting and (grit) blasting, steel construction (building cutting and welding),

carpentry (upholstery, furniture), electricity, tank cleaning (cargo tanks, fuel loading tanks, fresh water

tanks, engine rooms and slop removal), machining, and non-destructive testing. They facilitate ships up to

250 metres long in their dry docks and can facilitate ships up to 450 metres long in their berths.



1.2 Problem definition

After the last restart after going bankrupt under its previous management, the company flourished and

caught shipbuilding emporium Damen’s eye. They were taken over in February 2009 and at the time of

writing this thesis also took over the name (in January 2015). Shipdock B.V. now proceeds its work under

the name Damen Shiprepair Amsterdam (or DSA in short) and this is also partially the reason for this

research. After combining their experience and qualitative work with an international organisation that has

many resources they now have the opportunity to develop and grow. They are coming to the end of a

process of professionalization (procedures, certificates and permits in relation to CSR) and want to develop

a way of communicating this to their various stakeholders.

The reason the organisation requested this particular research is because they have not yet looked into how

the different stakeholder groups, whom they are dependent on and have relationships with, feel about the

organisation. Because every stakeholder group will have a different view on the organisation, it was chosen

to aim this research at their direct neighbours in the area they are located on; the Cornelis Douwesterrein.

Why the choice fell on this particular group is further substantiated in chapter 3. In this place it is sufficient

to note that the organisation expects the image among this target group to be the least positive. The latter

was likely due to past events which have caused the surrounding residents and employees at other

companies to point the finger at DSA whenever they experience inconvenience by odour or dust in their

neighbourhood. Since DSA is an industrial company, located in what is becoming more and more of a rural

area, it is inevitable that they will create some sort of inconvenience to their surroundings, as well as that it

is crucial to communicate about this to them.

DSA is standing their ground when it comes to pollution. Looking out for the environment is a vast part of

their vision and identity. They have internal procedures for waste separation, c02 emission and more. They

have also been awarded several certificates in the past year among which the ISO 14001 certificate

(Environment). The problem lies in the fact that they do not communicate this externally. Their surrounding

neighbourhood has no notion about the actions being taken and the complaints show they think of DSA as a

polluting, uncaring organisation. Also, ODNZKG (environmental department city council) recently proved the

inconvenience is not always DSA’s fault by analysing residue samples (there are other industrial companies

in the area). However, the case still is that DSA is receiving complaints, sometimes directly, but mostly

through the Amsterdam North city council, about inconveniences caused. Not taking action on this in the

past (under previous management) has in turn caused the understanding between DSA and their

surroundings to go downhill over the years.

In how far these presumptions about their image are reality, is of course the question. Substantiation

through research results could either confirm or deny this and would provide a strong basis for formulating

a communication policy and concrete (communication)activities aimed at the image of DSA, in order to

amend their mutual understanding and create more tolerance among their neighbours.

1.3 Research objective

This research is intended to gain insight in the gap posing between Damen Shiprepair Amsterdam’s

(formerly Shipdock B.V.) desired identity and actual image with relation to stakeholder group Cornelis

Douwesterrein, in order to develop a way of communication with them that will bring their socially

responsible identity forward in order to create a positive dialogue and understanding as well as reducing the

complaints coming toward DSA.



1.4 Research question

Where does the gap lie and how can it be bridged between Damen Shiprepair Amsterdam’s (previously

Shipdock B.V.) desired identity and actual image by showing corporate social responsibility?

1.5 Sub-questions

1. What is DSA’s desired identity?

2. How do they currently communicate their desired identity to the Cornelis Douwesterrein?

3. What is DSA’s actual image among the Cornelis Douwesterrein?

The sub-questions for this research have been derived from Jaap van der Grinten’s image-identity theory in

the book ‘mind the gap’. The reason I chose these sub-questions is because answering these questions in

this order will enable enough insight for the central question to be solved. Each question researches a

needed part of the identity/image issue. These results and analysis combined will provide an answer to the

central question, enabling me to write a conclusion and recommendations for DSA so the situation can be

improved.

1.5.1 Sub-question 1

When analysing gaps between identity and image, there are several issues that should be looked at. The

first one would be to analyse what the desired identity looks like through the eyes of the management, and

comparing this with the vision the employees have of the company they work for. If this corresponds it can

be ruled out that the reason the image and identity do not correspond is an internal problem. Also it makes

clear what message needs to brought out to the stakeholders.


The conclusion of this question helped determine where (communication wise) it has gone wrong in the

past, and so how it should be done in the future. This question will be examined among both the

organisation as well as the surrounding neighbourhood, what do both parties find of these communication

means?


In order to gain a complete grip on the situation at hand, it is essential to study if the current perception the

surrounding area has of DSA is in fact what DSA thinks it is. Another reason for this question is that a

baseline needs to be set in order to gain insight in what in fact needs to be improved and for DSA to

measure if there is any improvement after implementation of the recommendations.



1.6 Structure of the report

This report consists out of four parts. In the first part the research subject is introduced (C1) and the

background of DSA is described. This contributes in giving the reader insight in the organisation this

research was conducted for. This also includes a discussion of the theory that is relevant to this subject (C2).

After the first, introductory part of this report the next chapter further examines the methods that will be

used to answer the questions (C3). After doing so the first two questions; ‘What is DSA’s desired identity?’

And ‘How do they currently communicate their desired identity to the Cornelis Douwesterrein?’ will be

examined. The answer to these questions is given by presenting the results of desk and field research

conducted inside the organisation (C4). Next we delve into the question; ‘What is DSA’s actual image among

the Cornelis Douwesterrein?’ In this section it is described what the results were of the research among the

target group. In the last and concluding part the central question of this research is solved (C5). In this part

an answer is given to what is going well already, what should be done better and how this can be done. It

consists of a conclusion to the central question and recommendations (C6) that stem from here.



2. Literature review

In the previous chapter the background and history of DSA was addressed. This was done as an introduction

into the research, in which an explanation of relevant literature should also be included. That part shall be

discussed in this chapter where there will be an in-depth explanation of the theory with a focus on the

difference between an identity and image of an organisation, as well as discussing the terms corporate

communication, integrated communication and Corporate Social Responsibility. This review of literature

aims to contribute towards the answer of the central question of this thesis, namely: ‘Where does the gap

lie and how can it be bridged between Damen Shiprepair Amsterdam’s desired identity and actual image by

showing corporate social responsibility among stakeholder group Cornelis Douwesterrein?

2.1 Corporate communication

It may sound obvious, but every organisation sends out signals. They communicate with their environment

and maintain a close relationship with them. The communication with its environment is not limited to once

or a few times, but is a continuous process between the transmitter and receiver. Any expression of an

organisation results in a reaction from the environment and other stakeholders of the organisation, to

which in turn the organisation must respond again. This process is defined as corporate communication

(Oussaïd, 2006, p. 61).

To optimise this process a balance must be found between the organisation and its surroundings. This is in

the first place the task of communication specialists, who need to look at how communication can be

orchestrated so it can contribute to the achievement of organisational goals. Just as important is that the

management of an organisation actively engages themselves. Not without reason does Van Riel point out

that it is a management-instrument’ in his definition of corporate communication:

‘Corporate communication is the management tool through which, in the most effective and

efficient manner possible, all applied forms of in- and external communication are fine tuned in

a way that creates a positive starting point with the stakeholders it is dependent on.’ (van Riel,

2004, p. 30)

2.1.1 Integrated communication

The emphasis lies on the word ‘fine tuning’ or in other words, the integration of communication. To ensure

stakeholders to create a consistent image of an organisation, it is important that the communication is

integrated on multiple levels (Oussaïd, 2006, p. 36). Organisations are more and more aware of this and

actively strive to this integration. They can achieve this in the first place by working with a common house

style, the oldest form of integration, but also by forming coordinated organs and making use of common

starting points in the different forms of communication (van Riel, 2004, p. 19).

To create balance between an organisation and its surroundings, it is essential to create a balance in all

statements coming from the organisation. More in particular this means the following:

The pursued imaging must reflect the organisation’s identity;

There should be a coherent set of common starting points in order to create this necessary

coordination in all outings (Groenendijk, 1997, p. 14).



The above mentioned statements show that it is necessary to realign not only the communication

outings/tools, but create a coherency on multiple levels:

Micro level: This is the integration of all communication means, the aim is to create

coherency in all outings, from publications to press releases.

Meso level: Next to integration of all communication means, the communication policy is

cohered in the different domains of an organisation (internal, group and marketing

communication).

Macro level: Here the communication policy is imbedded in organisational policy. (van der

Grinten, 2010, p. 31)

Top management has an important role when it comes to ensuring integration on above mentioned levels.

Managers have a key function in organisations (van Riel, 2004, p. 9). According to him, communication is in

the first place a way for them to make clear what they expect from employees and why they do so. For the

organisation it is an instrument that can be deployed to 1) develop a common image about the

organisation, 2) to create and maintain trust in the leaders of the organisation 3) initiate and steer change

processes and 4) to reinforce identification with the organisation among employees.

Communication and the integration thereof on different levels of an organisation is, as illustrated in the

above mentioned statements, a powerful management instrument. Not just an option, but a requirement to

guarantee the effectivity and efficiency of its communication means. This is why a continuous striving

towards an increase in coherency is necessary. If an organisation does not do so this can lead to

fragmentation, an oversupply of information and contradicting messages that can be detrimental in time

(van Riel, 2004, p. 37). These kind of painful incidents must naturally be avoided.

One way to do so, is by working with a communication policy. A policy of this kind can deliver a positive

contribution in obtaining a positive image and/or reputation. This is not an end in itself, but a necessary

requirement. It will in the end increase the success of an organisation (van Riel, 2004, p. 19). DSA naturally

also strives for success and hence the need for an image research. In order to carry this research out

successfully, it is important to have a clear understanding of what the term ‘image’ exactly entails. Before

going into this, the next paragraph will discuss another important term. This term is closely related to the

corporate image of an organisation.

2.2 (Corporate) Identity

As stated at the beginning of this chapter, an organisation communicates with its surroundings. They send

out signals through which they aim to show their identity. This is a very important term in the context of this

research: corporate identity.

To create a positive image it is not enough to just look at the actual and the by management desired image

(Vos & Schoemaker, 2005, p. 48). If an organisation wants to bring out a coherent image to the outside

(towards all stakeholders), attention to its identity is in order. The organisation needs to look in a ‘mirror’

and examine itself. This needs to be done because, as Birkigt and Stadler state, the image ‘is a reflection of

an organisations identity’ (as cited in van Riel, 2004, p. 43).

According to van Riel, a corporate identity consists of four elements. The personality; the deeper, underlying

element that forms the core, as well as the behaviour, the communication and symbolism, the tangible

elements (van Riel, 2004, p. 42). In literature these elements are often referred to as the corporate identity



mix (CI-mix) (Birkigt et al., 1986, p. 28) (Schoemaker, 2005, p. 52) (van Riel, 2004, p. 43). This ‘mix’ is

illustrated and explained at the end of this paragraph, however certain attention to the personality of an

organisation is also in order. As already mentioned shortly in the first paragraph of this chapter (§2.1), a

coherent set of common starting points is needed in order to create coordination in all outings. Though van

Riel does devote a part of this book to discussing common starting points, van der Grinten gives a more

detailed explanation on how to determine them. This is why his method is further discussed below.

2.2.1 The desired identity

The desired identity is the identity of an organisation that is pursued by those who lead it. According to van

der Grinten, the desired identity consists of the following strategic elements (van der Grinten, 2010, p. 40):

The vision

The mission

Core competencies

Values

The vision and mission have several interpretations in business practice. Important is that they describe the

way an organisation wants to accomplish its objectives in an inspiring and distinctive manner. In other

words, the vision and mission of an organisation show what the world would miss if the organisation would

not exist. Abrahams articulates the difference between a mission and vision as follows; ‘A vision is

something to be pursued, while a mission is something to be accomplished’ (as cited in van der Grinten,

2010, p. 40). Core competencies of an organisation depict what an organisation is good at, or as Keuning

says; ‘add value to the final product that is visible to customers and is important to the organisations

general strategies’ (Keuning, 1993, pp. 85-86). They are best identified by looking into an organisations

greatest successes and how these were accomplished (van der Grinten, 2010, p. 40). Values refer to ideals

that people strive toward, or according to Keuning: ‘make collective ambitions visible’. People would rather

work for organisations they identify with, thus those who have similar values to theirs (Keuning, 1993, pp.

116-118). When identifying these values distinction is made between customer values, organisational values

and social values. Customer values are the promises made toward customers in relation to the organisations

products and services, organisational values are those that are characteristic for the employees of the

organisation and social values consist of subjects as dealing with sustainability, environment and society

(van der Grinten, 2010, p. 42).

By collecting all these elements the base is set for the organisations identity. To make this base more clear,

it is useful to translate these elements into common starting points. These common starting points are

nothing more than a handful of words depicting the essence of the desired identity of an organisation.

These starting points should then flow through into the way the organisation speaks to the outside world

through behaviour, symbolism and communication (the CI-mix). All outings should be created with these

starting points in mind in order to create a coherent policy (van der Grinten, 2010, p. 43).

2.2.2 The CI-mix

As discussed above, the personality forms the core of the identity of an organisation. This so called desired

identity is expressed by (van Riel, 2004, pp. 42-43) (Vos & Schoemaker, 2005, p. 51);

Behaviour

Communication

Symbolism



By ‘personality’, the collection of characteristics is meant, that the members of an organisation find typical

for the company (van Riel, 2004, p. 42). Vos en Schoemaker add that it is not only ‘the entirety of

characteristics of an organisation’ but also ‘the way it manifests itself’ (Vos & Schoemaker, 2005, p. 48),

while Eschauzier speaks of the presentation of the organisation to the outside world through behaviour,

communication and symbolism (Eschauzier, 2008, p. 24).

Behaviour can be seen as the most important and effective identity instrument of the CI-Mix (van Riel, 2004,

p. 44), and concerns direct contact of employees with stakeholder groups. In relation to this behaviour

organisations expect a large degree of involvement from their employees toward the organisation but also

toward the customer (Eschauzier, 2008, p. 24). Image is in particular determined by behaviour of the

organisation, because these are ultimately the actions the stakeholder judges them on (Schoemaker, 2005,

p. 51).

Communication however is a very flexible instrument, that is easy to use quickly and strategically (van Riel,

2004, p. 42). Abstract signals can be transmitted straight to the stakeholders. Van Riel mentions the

following: ‘An organisation can tell her stakeholders they are innovative. If they would only communicate

this through behaviour, it is a much more slow and difficult road’ (van Riel, 2004, p. 42).

The third and last instrument, the symbolism of the organisation, shows in an implicit way what (in the

least) a company wishes to stand for (van Riel, 2004, p. 42). This is also referred to as the ‘visual database’

(Eschauzier, 2008, p. 34), or the 'physical identity' (van der Grinten, 2010, p. 60), where more specifically it is

about graphic design of material, images and the logo of an organisation. This last term is very important for

many organisations, illustrated by the huge amounts of money and time spent on them (Eschauzier, 2008,

p. 34). They function as a symbol of recognition for internal as well as external stakeholders. If the

symbolism is coherent in all outings, this supports the ‘we-feeling’ (Eschauzier, 2008, p. 24), which is a

feeling of connectedness.

An organisation is known by the way they apply the instruments of the Corporate Identity-mix. This then

determines the image an organisation in the perception of its stakeholders. The image is, so can be

concluded, the result of the by the organisation profiled identity (Eschauzier, 2008, p. 34). Although a

corporate identity is often subject to change, whereas the image often stays the same, it is possible to be

Figure 2.1: The corporate identity mix, as discussed by van Riel. It is formed by behaviour, communication and symbolism. Together they depict the personality of an organisation. Source: Van Riel (2004, p. 43)



managed. Although identity and image are almost never a hundred percent in line with each other (Vos &

Schoemaker, 2005, p. 48), this is something that definitely needs to be aspired by an organisation.

2.3 (Corporate) Image

The statements in the previous paragraph show that when speaking of the term image, the term identity is

intrinsically related. They form, so states Eschauzier, ‘a unity of two parts’ (Eschauzier, 2008, p. 24).

Although the image in first instance may seem an intangible phenomenon, this is not the case. After making

this clear, it is now possible to go into detail about what is understood when speaking of the term image.

There are several definitions given in literature on this subject, one of which written by Vos en Schoemaker.

They give the following concise description of this term: ‘The image of an organisation as perceived by

various groups of the public’ (Vos & Schoemaker, 2005, p. 42).

According to these experts in the field this is in particular about impressions and evaluations regarding the

organisation, originating out of (own or indirect) experiences. This personal experience consists in the minds

of people and can be either clear or vague, restricted or developed. This is among others dependent on the

involvement of employees in the organisation (Vos & Schoemaker, 2005, p. 42). Because this is quite low

among most people and they only deal with a select few organisations on a direct and personal level, they

let themselves be led by ‘indirect experiences’: they base their impressions and evaluations on the

information they receive (Dowling, 1986, p. 109). Van der Grinten however believes that managing an

organisations image through only an integrated communication policy is an illusion (van der Grinten, 2010,

p. 70). External factors also play a large part in determining an organisations image. These impressions do

not only come from advertisements for products. Van Riel states that this is a too simplistic line of thought

and thus speaks of information processing on three levels:

Primary level: based on personal experience

Secondary level: Based on what peers (friends/colleagues) say about an organisation or product

Tertiary level: Information from mass media, among which paid advertising as well as unpaid

information (van Riel, 2004, p. 90).

Moreover perceptions of an organisation are not always described by the term image. Several experts on

the subject speak of the reputation of an organisation (van Riel, 2004, p. 86). This term can be defined as

‘the overall evaluation of an organisations abilities and responsibilities compared to its competitors’ (van

Riel, 2004, p. 86). An image is in this case the perception of an aspect of an object, for example of an

organisation. This shows that corporate images are multidimensional and that the personality of an

organisation is seldom reflected by one element (Dowling, 1986, p. 112). This is why often is spoken of

multiple images. These together from the input for the final overall impression that people have: the

reputation. This is visualised in figure 2.2.



A reputation is especially useful if the information people use to take decisions on an organisation is

complex, conflicting and/or incomplete, as says Poiesz (as cited in van Riel, 2004, p. 93). Also, the

information one has of an organisation could be too inadequate or too extensive to be able to judge (Vos &

Schoemaker, 2005, p. 36) (Ries & Trout, 1981, p. 141). In these situations one can be led by the reputation

of an organisation. Measuring an image can be done in several ways. There is no ultimate method in doing

so, although all methods consist of a study done into the interaction of an object (organisation) with a group

of subjects. Here it is about the individual opinion of a person combined into a generalised opinion of a

certain group the organisation is dependent on (van Riel, 2004, p. 111).

2.3.1 Gap analysis

Years ago Dowling already produced a step by step plan on how to adjust an image (Dowling, 1986). A more

recent approach to analysing (and possibly altering) images is Jaap van der Grintens ‘gap- analysis’. Several

theorists speak of a so-called ‘gap analysis’ or at least describe a gap between identity and image when

discussing issues of the sort (Vos & Schoemaker, 2005, p. 53) (van der Grinten, 2010, p. 77) (van Riel, 2004,

pp. 190-192). As already described in paragraph 2.2, according to van der Grinten it should first be made

clear what the most important elements and characteristics are of this organisation per target group (van

der Grinten, 2010, p. 45).

After defining these common starting points it is important to ‘test’ them among different levels. The first

level would be that of employees of the organisation. This is what van der Grinten refers to as ‘actual

identity’ (van der Grinten, 2010, p. 60). Management delegates work among employees and thus only has

limited control over the image that is built among external stakeholders. An unanimously carried identity

can assist in creating an unequivocal image (van der Grinten, 2010, p. 51). Testing the actual identity is most

commonly done through surveys. Next the common starting points have to be tested among the

organisations ‘physical identity’. The physical identity can be seen as similar to what van Riel refers to as

the ‘corporate identity mix’ which was discussed earlier on. The physical identity concerns all points of

contact the organisation has with external stakeholders. Van der Grinten refers to what Wally Olins wrote in

his book ‘Corporate Identity’ when speaking of physical identity:

Products/Services

Environments

Information

Behaviour

Symbolism (as cited in van der Grinten, 2010, p. 60).

Reputation

Social Image

Financial Image

Product Image

Recruitment Image

Figure 2.2: the relationship between image and reputation. Source: Van Riel (2004, p. 87)



Testing the physical identity of an organisation with its common starting points can be difficult. If an

organisation for example has ‘professional’ as a common starting point, how does one determine its logo is

or is not? In this case it will first have to be determined what criteria the word ‘professional’ entails for this

organisation (van der Grinten, 2010, p. 63).

If there lie gaps between either the desired, actual or physical identity, this results in a distorted image (van

der Grinten, 2010, p. 80). The image is quite easily tested by conducting surveys or interviews among

stakeholder groups. The last step consists of the gap-analysis, where all results are analysed, concluded and

tackled.

2.4 Measuring the image

As mentioned in the previous paragraph, the image can be measured through surveys or interviews. Image

measurement techniques can be divided into two categories: open and closed methods. Open methods

invite respondents to describe an organisation in their own words. Closed methods ask respondents to rate

an organisation on pre-defined characteristics. However, in all forms of image-research the focus lies on the

interaction between an ‘object’ and a group of ‘subjects’. An object can range from a product, to a brand, to

an organisation. A subject is always about the opinion of individuals who, combined, form the opinion of a

certain group whom the organisation is in some way dependent on (van Riel, 2004, p. 111). Van Riel

mentions six types of image measurement techniques, of which one, the KS-technique, was selected as

relevant and feasible to this research (van Riel, 2004, p. 111). The other method discussed in this literature

review is the corporate image measurement model taken from the book ‘integrated communication’ (Vos &

Schoemaker, 2005, p. 43).

Figure 2.3: a gap-analysis. Source: Van Grinten (2010, p. 77)



2.4.1 Corporate image measurement model

Hofstede’s measurement model indicates which aspects should be highlighted when analysing an

organisations image in order to enjoy a good relationship with external relations (as cited in Vos &

Schoemaker, 2005, p. 43). Figure 2.4 gives an illustration of this model.

The model consists of five aspects; primary impression, familiarity, perception, preference and position. The

first step in the model is to inquire about the primary impression the respondent has of the organisation.

This is usually done by bringing up free associations, for example by asking the respondent to describe the

organisation in their own words. Familiarity is also an important element. This measures how intensively

people are involved in the organisation. Perception is where the characteristics of the organisation (or

common starting points) are tested among the respondents. To measure to what extent the various

characteristics are applicable, respondents are given scales on which they can indicate, per characteristic,

whether they consider it to be applicable to a high or low degree to the organisation involved (Vos &

Schoemaker, 2005, p. 45). In preference it is possible to find out if the respondents would prefer other

characteristics to be attributes of the organisation, for example if they find environment very important,

their preference would go out to an environmental policy. Positioning relates to the position of the

organisation in comparison to other organisations.

2.4.2 KS-technique

According to van Westendorp (as cited in van Riel, 2004, p. 120), a problem that not enough attention is

paid to when conducting image research is the difference between associative reactions and judgement.

Judgement can really only be called this when the respondent is up to date about the organisation and its

numerous aspects. In many cases though, the response is not based on concrete judgement but is more of

an associative nature. He also mentions that grading aspects of an organisation in for example a likert-scale

without knowledge on the organisation can be difficult, as associations tend to be more of an ‘all or nothing’

nature (as cited in van Riel, 2004, p. 120). This was the reason for developing the KS-technique. Simplicity

and speed define the character of this technique. Instead of grading a statement, respondents only need to

indicate if they find this statement fitting with the organisation, not at all, or have no opinion on the matter.

Moreover, the results are easily comparable because they are measured on the same aspects. This gives a

detailed insight in the strong and weak points of an organisations image. Chapter 3, the Methodology, will

show how the models were incorporated into the survey and how it was conducted.

- Position

- Perception - Preference

- Primary impression - Familiarity

Figure 2.4: the corporate image measurement model Source: Vos & Schoemaker (2005, p. 43)



Vos and Schoemaker indicate that image problems can be a trigger for the following measures to be taken:

The improving of the internal communication aimed at modifying an incorrect ‘self-image’

(the way employees feel about their organisation)

Internal communication aimed at an organisational change to bring the current identity

closer to the by management desired identity

Additional activities in concern communication such as corporate advertising through mass

media in order to change the positioning of an organisation.

The improvement of regular activities in the concern communication by better expressing the

profile of an organisation. (Vos & Schoemaker, 2005, p. 56)

In the conclusion of this report it will become clear which of the above mentioned measures must be taken

and/or if there is another way which will ensure a positive, distinguishable and correct image. Because,

though reputation is a much used term too, in this research for DSA there will be spoken of the corporate

image of an organisation. In particular this research focusses on their direct neighbourhood; the Cornelis

Douwesterrein.

2.5 Corporate Social Responsibility (CSR)

Another subject that attention will be given to in this research is the term corporate social responsibility.

This is of importance in this research because the initial contact and research into DSA already showed that

sustainability and environment are a huge part of the organisations identity and policy. Further field

research will showed in how far this is of importance, and in how far it needed to be integrated into the

advice.

2.5.1 Reason and development

Consumers increasingly value responsibly produced products and/or services. There is a growing awareness

and concern about for example the use and spillage of energy, pollution, the clearing of rainforests, child

labour, human rights and corruption (Waardenburg, 2006, p. 14). This means that companies now not only

have to offer a qualitative product and/or service, they have an increasing responsibility on many more

levels when keeping consumers content (Aras & Crowther, 2008, pp. 20-21). There are several reasons that

can be assigned to the upcoming of corporate social responsibility.

According to Kamp-Roelofs, the increase of globalisation is one of these reasons. Production processes of

organisations increasingly take place across borders (Kamp-Roelofs, 2002, p. 3), which means the

government of a country is less able to control its own economy. Sequentially, organisations might come

into contact with issues as corruption, child labour or environmental degradation. Another reason is the so-

called ‘civilian control’ (Kamp-Roelofs, 2002, p. 3). This means that unlike before, organisations are directly

appealed to about their responsibilities by their surroundings. Before it was the task of the government to

speak to organisations or instruct them which rules to follow in relation to for example, environmental

norms. Nowadays it is the consumer who enters this discussion, be it through mediating institutions. The

third reason is the influence of strongly increased availability of information on the increased responsibility

of organisations. The ease in acquiring large quantities of information through the internet is enormous.

Because of this corporate social irresponsibility will quickly be noticed and the ease with which these issues

can travel the world will have huge consequences for the organisation in question. A much used example for

this is when it became known in the late nineties that Shell wanted to sink the oil platform Brent Spar in the

Northsea, a protest that led to the call for a worldwide boycott of Shell service stations erupted at an



unprecedented pace (Moratis & van der Veen, 2006, p. 23). Individualisation of employees is the last and

fourth reason that one can find in literature. This individualisation relates to the fact that employees are

more and more focussed on self-development and identification with an organisation. This means that

organisations need to spend more time on issues as corporate reputation and working conditions (Kamp-

Roelofs, 2002).

The biggest development Moratis & van der Veen name is that while before organisations could before

afford to live in a certain isolation, and often operate in the supply-driven demand chain, nowadays they are

part of complex force field that has to deal with a large variety of stakeholders (Moratis & van der Veen,

2006, p. 54). In the past organisations mostly, maybe even only, renounced from certain investments on

account of social pressure. Many organisations nowadays actively participate in the debate on CSR, by

changing their terminology (often using the three principles of CSR, people, planet, profit) and actively

bringing out business principles, business codes and detailed social reporting. They do so to bind their

stakeholders to them and by doing so hope to acquire a positive image, relationships and success.

2.5.2 Definition

The knowledge area in regard to CSR is not a clear one: there are numerous synonyms around for similar

phenomena as say Moratis and Van der Veen (2006, p. 8). The EU commission however define corporate

social responsibility as: ‘a concept whereby companies integrate social and environmental concerns in their

business operations and in their interaction with their stakeholders on a voluntary basis’ (as cited in Aras &

Crowther, 2008, p. 11).

Although profit is still the most important driving factor within organisations, the statements in paragraph

2.5.21 show that social and environmental concerns are gaining importance in doing business. They

influence, complement and cannot do without each other. The words social and environmental are two of

the three principles of CSR, and are often translated into the words ‘people’ and ‘planet. Together with

‘profit’ these words form the three principles of CSR. These three principles where developed by John

Elkington, which he called the ‘triple-bottom-line’ (as cited in Moratis & van der Veen, 2006, p. 10) Below

the meaning of each term in relation to CSR will be explained.

‘People’ stands for the achievements of the organisation in the social-ethical field. Among this is the

way an organisation treats its employees as well as its achievements in the area of creating social

and ethical cohesion (human rights, discrimination, child labour, corruption and fraud, etcetera)

‘Planet’ stands for the achievements of the organisation regarding environment in the broadest

sense. This can be using (in)exhaustible resources, landscaping and nature, cleaner ways of

production and transport, etcetera.

‘Profit’s’ stipulate meaning in CSR is not related to purely the financial achievements of the

organisation, but more to employment opportunities, investments in infrastructure and location,

political involvement and the economic effects of the organisations products and/or services.

(Waardenburg, 2006, p. 14)

According to Elkington (as cited in Moratis & van der Veen, 2006, p. 11), by spending time and effort on

people and planet, profit is generated.



2.5.3 Stakeholder management & dialogue

As mentioned in the previous sections, stakeholders were in first instance the reason for the emergence of

CSR and have always been the centre of it. Stakeholder management is an instrument to CSR. Below

theories will be discussed on what kind of relationships exist, how to create a relationship with these

stakeholders and on how to maintain the relationship once it is created. According to Jones, organisations

that learn to interact with their stakeholders on a basis of mutual trust and cooperation through

involvement, participation and accountability (stakeholder-inclusive) have a clear competitive advantage

with regard to ‘stakeholder-exclusive’ organisations. Stakeholder inclusive, in other words, means the

integration of stakeholder relations into an organisations business activities. In general, the expectation has

grown that organisations who manage to integrate stakeholder relationships into their business activities

will perform better than organisations who do not (as cited in Moratis & van der Veen, 2006, p. 59).

Various organisations have set the first steps toward stakeholder management and optimising relations with

their stakeholders, paving the way to socially responsible entrepreneurship. Stakeholder management is

seen more and more as a management-tool aiding the shaping of CSR. Whichever terms or models are used,

the managing stands for the process of involvement beforehand and accountability afterwards and the

integration thereof in the business cycle; an important aspect of CSR. According to Wheeler the stakeholder

inclusive model consists of the following:

Agreement in stakeholder involvement – actively choosing policy and initiative in top-

management by recording it in mission statement and business principles

Diagnose current situation – identifying the most important stakeholders, their claims and the

current relationship with them

Research possibilities – what relationship with which stakeholder groups is desired? What are

the possibilities in creating a win-win situation?

Shape stakeholder management - Choosing the most fitting model of stakeholder

management; a compliant or engaged approach?

Evaluate/measure – Periodically and systematically evaluating the profit, costs and other

effects of the changes made

Accountability and publication – What did they do with which opinion? How were the various

groups classified? (as cited in Moratis & van der Veen, 2006, p. 68)



For an illustration of the above mentioned, see figure 2.5.

Stakeholder management is an instrument but also an attitude that gives shape to CSR. From a sense of

responsibility that ranges further than own interests, but also from the belief that stakeholder involvement

can create value for the organisation. Proceeds in the form of image, reputation, quality, legitimacy and

commitment; stakeholder management is a form of value creation. And so, as the previous statement

shows, stakeholder management is of importance in this research.

Stakeholder-involvement as a conscious decision from top

Diagnose current situation

Research possibilities

Shape stakeholder management

Evaluate/measure

Accountability and publication

Figure 2.5: the cyclic stakeholder inclusive model. Source: Moratis & van der Veen (2006, p. 68)



3. Methodology

This chapter will illustrate how the research among the organisation and the target group Cornelis

Douwesterrein was done. Described is the operationalization of research, as well as the research methods

used to collect data about the identity, communication means and image of the organisation: desk and field

research. For sub-question one and two: ‘what is DSA’s desired identity’ and ‘How does DSA currently

communicate their identity among the Cornelis Douwesterrein?’ the desk research consists of email

correspondence and internal documents in which their procedures are described. The field research consists

out of interviews with management. To answer sub-question three: ‘What is DSA’s actual image among the

Cornelis Douwesterrein?’ a survey was conducted among the companies surrounding DSA on the Cornelis

Douwesterrein. Also the selection of respondents and measures taken to ensure validity, representativeness

and reliability are covered. Paragraph 3.1 discusses sub-question one, paragraph 3.2 sub-question two and

paragraph 3.3 sub-question three. Each paragraph is divided in desk and field research.

3.1 Sub-question 1

In order to answer the first sub-question: ‘what is DSA’s desired identity?’ decided was to opt for qualitative

research. Qualitative research enables one to acquire in-depth information on a topic (corporate identity)

that is otherwise difficult to define. According to Jaap van der Grinten’s book ‘Mind the Gap’, the base of an

organisation’s desired identity can be determined by collecting their vision and mission statement, their

core competencies and their values (van der Grinten, 2010, p. 40). After doing so these can be translated

into what are called ‘common starting points’. These consist of a few words that together sum up the

organisations identity and what they want to depict.

3.1.1Desk research

These parts were primarily found through desk research into their website and procedures. DSA has all their

procedures written down in their SHEQS manual. This manual describes all actions that should be taken

during all processes. It is divided into the following subjects: client documents, facilities management,

manual, protocols and quality control. The mission and vision were derived from the document ‘S018

Mission statement’, their core competencies and values from the documents ‘S060 Business ethics’ and

‘P2001 Management principles’. On the basis of this desk research interview questions were formulated

aimed at confirming the findings of this desk research by management. By determining if the employees and

managers agree on the same common starting points, the actual identity can be tested and determined (van

der Grinten, 2010, p. 43). The actual identity however is of less importance in this study as the way the

employees view an organisation is only important with respect to the desired identity when the image issue

concerns direct stakeholders. The actual identity consists of the way employees handle their clients. The

companies on the Cornelis Douwesterrein are not consumers of DSA’s services and do not come in contact

with these employees, thus are indirect stakeholders. The only people they are in contact with from DSA are

the managers who are in contact with the city council, ODNZKG (environmental department city council)

and with them directly. This is why it was decided that the managing director determined the desired

identity and the management members in contact with the Cornelis Douwesterrein determined the actual

identity in relation to this research.

3.1.2 Field research

Interviews were done with the managing director, the head of marketing and sales, the head of project

department and the manager production facilities. The managing director determined the desired identity,

and the other three gave insight in the identity and image among this particular target group. The head of



project department through his direct contact with the chairmen of the neighbourhood, the manager

production facilities by his contact with ODNZKG (environmental department city council) and the handling

of complaints, and the head of marketing and sales who is in charge of all external communication.

After collecting the elements of the desired identity through desk research, this information was translated,

as said before, into semi-structured interview questions directed at the managing director. This interview

was held in order to test if the found information was indeed what the desired identity should be according

to the director, and to make sure it was complete. It was also used to ascertain elements that were not

found through desk research. By semi-structured is meant that the interview was more structured than an

open interview (which has only a topic list) in a way that there was a set list of questions (Verhoeven, 2007,

p. 155). However when conducting this interview the managing director was asked to expand on certain

answers he gave in order to get an entire grasp of the situation. A flexible approach was used in which there

was anticipation and reaction to the respondent (the managing director). This also means that the interview

needed to, and did, take place in person. The tone of the interview was of an informal nature, which

matched the nature of the organisation. It was made sure the interview was taken in a closed quiet area,

namely the director’s office. This was done as the office of DSA is quite loud. To be absolutely sure there

were no mistakes made while conducting the interview it was recorded and later transcribed word for word.

The interview was taken in Dutch and then translated into English, during which it was made sure the

intonation of the sentences were the same as before. The entire transcription of the interview can be found

in the appendices of this report.

Interviews were also held with management. They were selected due to their relation with the Cornelis

Douwesterrein. The head of marketing and sales because he is in charge of commerce and communication

(toward clients) and has influence on their website and public relations. The head of project department as

the operations he leads are where the inconveniences come from. The manager production facilities is the

employee who handles the complaints coming in. The topics they were questioned on were related to these

subjects. The questions were semi-structured. Open questions were used for them to clarify their answers.

The first questions about the organisation were posed in the same way for management as for the

managing director, however there were questions added to the specific situation of each management

member that were relevant to their position at DSA and their relation to the target group (see §3.2). The

interviews were taken orally, by which is meant that both the question was posed and the respondent

answered in person. Here the same measures were taken as those for the interview with the managing

director; closed space, recorded and transcribed later. If for some reason the questions asked to the

participants need to be changed during the research, this would have caused bias in the results. To ensure

this would not happen desk research into existing literature on the subject identity and image was done

beforehand.

Construct validity was an essential part of the research conducted. DSA is an organisation that is involved in

the ship repair industry. They have no notion of communication theories, models or gaps. This is why it was

of great importance to ensure they were all on the same page about the terms used when taking the

interviews. This is also the reason I opted for semi-structured interviews. In this way they were given the

chance to go into more depth about the answers given. I ensured reliability of the results of this question

through triangulation. Triangulation means verifying results by using multiple methods to acquire the same

results. The results from annual reports (desk research) were compared with those given by the

management team, thus using two methods to verify the results.



3.2 Sub-question 2

In order to answer the second sub-question ‘How does DSA currently communicate their desired identity to

the Cornelis Douwesterrein?’ it was also chosen to opt for qualitative research. According to Vos en

Schoemaker, the personality of an organisation is not only based on their characteristics, but also ‘the way it

manifests itself’ (Vos & Schoemaker, 2005, p. 51). This is done by contact points through which the

organisations identity must show through. According to the corporate identity mix, these contact points

consist of: communication, behaviour and symbolism. These then contribute to determining the image of an

organisation in the perception of its stakeholders.

3.2.1 Desk research

It was important to find out how DSA has communicated their identity in the past and how stakeholder

group Cornelis Douwesterrein has perceived this in order to develop a way that will be effective (if the old

policy showed to be ineffective.) The first step in doing so is by determining the ways of communication of

DSA. As the theory explained in chapter two, this was analysed with the help of the Corporate Identity mix.

This model consists of analysing all contact points the organisation has with the target group; their

communication, behaviour and symbolism. In the end the analysis showed whether the message (their

desired identity) is conveyed through these contact points or if there are parts of their communication that

are lacking. Research was first done by means of desk research. Symbolism was determined by the website

and the house-style handbook and consisted of their logo and the yard. Their communication means by the

procedure ‘P3101 Markt bewerken’, out of which it was decided that their public relations, website, email

and internal communication were relevant to this research. Their behaviour was determined by looking into

their business ethics (S060) and management principles (P2001) and email correspondence. The results

from this were then analysed by researching if the common starting points are depicted through these

means.


Naturally, there is the way an organisation wants its communication, symbolism and behaviour to be

described in (internal) documents and procedures and the way it really is. To get an entire grip on the

situation field research was also in order. First observation was done through participatory observation, as

this research was conducted in the organisation during fifteen weeks, five days a week. This enabled the

researcher to become familiar with the management style of the organisation and through desk research

and field observation develop interview questions to be able to advocate the desk research results. In the

interviews questions were asked about the current and previous behaviour and communication of the

organisation. These interviews were the same as the ones held in order to answer sub-question 1. They

were aimed at the management member in charge of the specific elements. The managing director was

questioned about the behaviour of the organisation and its employees. Symbolism in relation to the yard

was questioned in the interview with the manager production facilities. Since the head of marketing and

sales is in charge of commerce and communication, the choice initially fell on him to question the

communication of the organisation. During the other interviews it came forward that the head of project

department however is in charge of an email which is sent out to the Cornelis Douwesterrein and this was

of course also relevant to this research, thus he was questioned too. These interviews also showed that the

manager production facilities is in charge of the handling of complaints related to the neighbourhood. This

was then also added to the desk research of behaviour by analysing these complaints through looking into

email correspondence between the two parties.



With regard to measures taken to ensure validity as well as the way the interviews were conducted, the

same applied for this sub-question as for sub-question one. The interviews were divided into two parts: the

first part consisted of questions about the desired identity, the second consisted of questions about the

corporate identity mix (communication, behaviour and symbolism). Therefore reference is made to §3.1 for

more information on how these interviews were held and the measures taken to ensure validity. For full

transcriptions of all interviews see appendix II.

3.3 Sub-question 3

In this section it will be discussed how sub-question 3 in this research, 'What is DSA’s actual image among

stakeholder group Cornelis Douwesterrein?', was studied and answered. In the next paragraphs it will be

explained why the choice fell on the chosen type of data collection, as well as the measures that were taken

to insure an as representable and reliable sample of the target group possible. Literature showed that an

image should be a reflection of an organisation identity (Groenendijk, 1997, p. 14). This is why the common

starting points set in sub-question one ('what is DSA's desired identity?') needed to be questioned among

the Cornelis Douwesterrein. These common starting points were 'involved' 'approachable' 'modern' and

'honest'. For this question a quantitative research method was in order: a survey.

3.3.1 Desk research

First two types of methods will be discussed that were used to set up the survey: the corporate image

measurement model and the KS-technique.

The corporate image measurement model

The corporate image measurement model illustrates which aspects ideally should get a place in researching

an organisations image. As already discussed in chapter 2 of this report the corporate identity measurement

model consists of five aspects; primary impression, familiarity, perception, preference and position.

The model was however adapted to the specific research situation of DSA. Not every aspect is relevant to

this research and it has its limitations. It does not consider communication toward the stakeholder group

through means and channels. It is however important to inquire about these subjects too and not only

those set five aspects. For example, after finding out how the organisation is perceived it was interesting to

find out how they would want to be approached and what their opinion is of the current approach, in order

to compare these results to the results of sub-question 2. Specifically the survey discussed in paragraph

3.3.2 (see appendix IV for the entire survey) will inquire about these subjects.

As already mentioned, not every aspect of this model is relevant to this research. For example, there is no

reason to research the positioning of the organisation with respect to its competitors, because the focus lies

on an external, involuntary stakeholder group. By this is meant that they do not choose to be involved in the

organisations activities, though still are (Aras & Crowther, 2008, p. 30). This also means they have no

interest in DSA’s services and that there is no reason to research their position in comparison to their

competitors. Thus the fifth aspect of this model did not get a place in this image-research and in particular

in the survey.

KS-technique

The KS-technique discussed in chapter two of this report was developed because grading aspects of an

organisation on a likert-scale can be difficult. Especially since the target group is one that is not involved

directly in the organisation it was important to incorporate this technique into the survey, as it was



suspected they would not have full knowledge of the organisation apart from the fact that there is a ship

yard next to where they are working. As there was no proof of the fact that this was the case, a likert-scale

was also incorporated into the survey. The next chapter, presentation of findings, will show how valuable

incorporating this technique into the survey was.


This paragraph includes a description of the target group, the way they were questioned (a survey) and

what measures were taken to acquire a large enough (valid and reliable) sample size.

Target group

The target group was determined through conversations with management. After more discussions with

among others the manager operations and the manager production facilities it came forward that the group

who probably had the least favourable image was a very specific group, easily illustrated geographically (see

the next page for an image). The target group was situated on the Cornelis Douwesterrein in Amsterdam

North. It consisted of the companies operating around DSA. Until 1985 this area was used primarily by two

shipyards. The past few years the area has been entirely renewed and transformed into a modern business

park. More than a hundred new businesses have settled there. The group is classified as an involuntary,

external stakeholder, meaning they do not make use of the services or the products DSA offers.

The manager production facilities, who is responsible for the settling of complaints, pointed out the

following area’s as area’s that lodge a lot of complaints. These were then divided the area’s into A, B, C and

D. Among these blocks there are approximately 50 companies operating there. The two blocks that aren’t

selected are Niron Staal and Braspenning BV, both companies that work together with Damen. Niron Steel

constructs all steelwork for the organisation and Braspenning is the company that they hire for the grit

blasting and paintwork on ships. Since these organisations work for and with Damen (and are partly

responsible for the inconveniences) they were not taken into account during this survey.

Figure 3.1: The target group 'Cornelis Douwesterrein', block A,B,C and D.

A

B

C

D Niron Steel

Braspenning



Survey

After determining the target group, a decision on how to approach them needed to be made. In order to

determine what the companies surrounding DSA’s opinion is of them the obvious choice was to do so via a

survey. Surveys allow one to collect large amounts of data in a relatively short time. Another advantage of

conducting a survey is that the results can be analysed relatively easy and a respondent can take his time

when answering the question. In addition, a survey can be taken anonymously, which lowers the chance of

bias through socially desirable answers. Of course, there were also disadvantages; the obtained results

would not contain very in-depth information. Next to this it is not possible to see how the respondents

interpreted the questions and what their thoughts were while filling it in. Still, looking at the objective and

time-frame of this research, the advantages of conducting a survey overruled the disadvantages and so this

was the best choice in measuring the image of DSA. In this survey the previously determined common

starting points were tested among the respondents in order to determine if the image reflected the identity,

as well as test them on their general knowledge of DSA, its corporate social activities and their

communications and inconveniences caused. As is explained above, the questions were formulated using

the KS technique and Vos’s measurement model.

The population consisted of 50 companies and thus the following calculation was made:

Population: 50

Error margin: 5% (standard)

Confidence level: 90% = 1,645

Response distribution: 50 %

A high confidence level would require a high sample size. Due to time-limit and feasibility of this research it

was set on 90%. The response distribution was set on 50% as the chance a certain answer would be given

was 50/50, as this group had never been questioned before. After these factors were determined they were

input into three online sample size calculators. These all resulted in a minimum of 43 needed respondents.

(steekproefcalculator, 2013) (samplesize, 2011) (sample size calculator, 2014)

This means that at least 43 out of 50 companies would have to respond to the survey for it to be a valid

enough sample size. The aim was for at least 45 companies to respond as this would bring the error margin

to below 5% and bring up the reliability to 95%.

Reliability was insured when taking the surveys by:

Using the same formulation and structure for each questionnaire and participant

Not using too many open questions to be able to analyse data

Calculating a large enough sample group in order to guarantee a generalizable result

Face to face

In addition, the survey ended up being taken in person as well as online. This was done as the response rate

was initially rather low. Taking the surveys in person was definitely of use, not only to up the response rate,

but to get more in-depth insight in the views and opinions of employees working in the direct surroundings

of the yard, as they could comment on the answers given. It was therefore chosen to take another ±5

surveys among each area (A,B,C & D) to ensure getting a representative sample of each area. It was chosen

to do so because geographically companies in these areas have the same view on the yard and lie in the



same wind direction as other companies in that area. The surveys taken in person consisted of the same list

of questions as the one online, of which the data was later manually input into the same online survey tool

by the researcher. These one on one surveys were taken in the offices of several companies, spread among

the target area. The questions consisted of the same ones as the online survey. However, due to being face

to face while conducting these it turned into more of a conversation than just a question

polluting and uncaring or socially responsible? a research into the image of damen ... · 2016. 10....

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