Corporate Adoption of Social Computing: A Process-Based Analysis

Raeth, Philip; Urbach, Nils; Smolnik, Stefan; Butler, Brian S.

doi:10.2139/ssrn.2176138

Cited by 6 publications

(7 citation statements)

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“…Treem and Leonardi () identified these four affordances based on an extensive review of the emerging literature. There has been growing research on the use and effects of social media in organizations (Gray, Parise, & Iyer, ; Raeth, Smolnik, Urbach, & Zimmer, ). Much of this literature so far has examined specific applications of various social media technologies in distinct organizational contexts (Stolley, ).…”

Section: Theoretical Foundationsmentioning

confidence: 99%

Social media affordances and governance in the workplace: An examination of organizational policies

Vaast

Káganer²

2013

J Comput-Mediat Comm

140

122

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This paper examines how organizations perceive affordances of social media and how they react to their employees' use of social media through policies, a key means of organizational governance. Existing literature identified 4 affordances -visibility, persistence, editability, and association (between people and between people and information) -as action potentials of social media in organizations. Content analysis of a sample of organizational social media policies reveals that organizations especially reacted to the affordances of visibility and persistence much more than to the affordance of editability. It also discovers a third type of association (between employees and organization). It shows how organizations' reactions to social media evolved from being solely concerned with risk management to also considering its value-generating potential.Key words: Social media, affordances, policies, governance, Web 2.0, visibility, persistence, editability, association.doi:10.1111/jcc4.12032 IntroductionSocial media, enabled by powerful, easily accessible and user-friendly Information Technology (IT) applications, have spread across organizations in all industries (Bernoff & Schadler, 2010;Curtis et al., 2010;Stolley, 2009). Social media have pervaded many aspects of organizing, and have generated new ways of connecting with customers, collaborating, and innovating (Cisco, 2010;Dunn, 2010;Wilson, Guinan, Parise, & Weinberg, 2011). Social media are ''Internet-based applications that build on the ideological and technological foundations of Web 2.0, and that allow the creation and exchange of user-generated content'' (Kaplan & Haenlein, 2010). Common social media include blogs, microblogs, social networking sites, wikis, and video-or content-sharing sites (Piskorki & McCall, 2010; Vaast, Davidson, & Mattson, forth coming).Social media present simultaneously opportunities and challenges for organizations. With social media, employees can mobilize resources, implement, and test out new ideas quickly and in a bottom-up fashion (Vaast, 2010). This offers an opportunity to make organizations more agile and responsive to the demands of customers, who today are also equipped with powerful social media Gallaugher & Ransbotham, 2010). Management, however, faces a number of challenges as it stands to lose some of its traditional control over what IT initiatives and applications are being implemented and used in the organization (Kane, Fichman, Gallaugher, & Glaser, 2009;Safko & Brake, 2009;Stolley, 2009). Indeed, employees, rather than formal business or IT leadership, frequently spearhead social media initiatives (Treem & Leonardi, 2012;Vaast, 2010).Employee use of social media may thus have diverse impacts upon organizations, both internally (e.g. related to culture, innovation processes; McAfee, 2006) as well as externally (e.g. what organizational image employees might project on public social networking sites; Kane et al., 2009). Organizations, on their part, might seek to encourage certain uses of social media and limi...

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Section: Theoretical Foundationsmentioning

confidence: 99%

Social media affordances and governance in the workplace: An examination of organizational policies

Vaast

Káganer²

2013

J Comput-Mediat Comm

140

122

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“…After all, on the one side, there is heterogeneity between the different types of social software applications. These application types diverge considerably in terms of characteristics, functionalities, and the objectives that they try to achieve [75]. On the other side, innovation is characterized by being a multi-stage process [76] and a heterogeneous activity [77].…”

Section: Discussionmentioning

confidence: 99%

Web 2.0 Tools in the Innovation Process A Systematic Literature Review

Altamimi¹

2014

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“…To date, scholarly research on the topic of socially enabled ECS has largely focused on their early adoption (e.g. [26]- [28]; less attention has been directed towards understanding the longerterm impact on work practices and organizations. This calls for research designs that are sensitive to the situated, contextual nature of socio-technical change [19], [20], [25], [29] and look beyond initial adoption; following projects into the phases of post-implementation change [21], [30], [31] and requiring the participation of the key actors involved.…”

Section: Field Of Research and Theoretical Foundationsmentioning

confidence: 99%