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Central to our inquiry is a pressing issue for many organizations today of how to manage and accommodate conflicting demands in managing internal communication inherent to the adoption of more open communication environments supported by social media. Drawing on ambidexterity theory we investigate and analyse the challenges and capabilities necessary to effectively manage two distinct types of internal communication 1) organizationally-produced content and 2) usergenerated content. We propose and unpack the notion of communicational ambidexterity to theorize the capabilities that enable organizations to accommodate and efficiently manage these two potentially conflicting modes of communication within organizations.

2016) Social media and the emergence of reflexiveness as a new capability for open strategy. Long Range Planning. Permanent WRAP URL:1 Social media and the emergence of reflexiveness as a new capability for open strategy Abstract Social media increases transparency and inclusiveness in organizational strategizing by widening engagement with strategy content and participants. However, our study shows that just relying on the feedback features of social media is not sufficient for an open strategy approach. Instead, emergent feedback from social media use leads to tensions initially between the participatory nature of the technology and extant management practices. Ultimately, these tensions encourage the development of new internal capabilities to appropriate feedback structurally into the organization. We conceptualize the emergence of this new organizational capability as reflexiveness. Further, we suggest that it is the development of this capability that, along with transparency and inclusiveness, explain the shift towards more open forms of strategizing and the potential to move organizations towards stewardship, as a governance model more consistent with open strategizing practices in organizations.