Enterprise 2.0: a boon or bane for entrepreneurial and innovative expenditures?

Abstract

Social media's unabated and unprecedented adoption and growth among masses across the globe and fast emergence of innovative, open, cost effective, at times free of cost, and flexible Social media platforms has opened hitherto unexpected or previously unknown vistas for business organizations. Adoption of social media platforms in organizations coupled with the openness, collaboration, interaction, and involvement inherent in social media has led to a state that these organizations are now being termed as Enterprise 2.0. Though social media platforms are being criticized by many for unwarranted attention and importance, embracing these platforms by people worldwide has a different story to tell. This paper is an attempt in this direction to look into the potential of social media for business organizations by focusing the attention on various prospects and problems associated with the adoption of these platforms in pursuing innovative and entrepreneurial expenditures of business organizations and to suggest some ways for effective and smooth incorporation of the same in the organizations. Researchers conclude that as far as the adoption of Enterprise 2.0 technologies is concerned, the most significant issue to deal with is the approach to be adopted for incorporation of these technologies in the organization in an integrative fashion. Research may prove to be beneficial for the academicians by giving them a comprehensive view of various aspects of the Enterprise 2.0 and for the practitioners by providing them guidelines for effective incorporation of the social technologies in their organizations.

The determinants of social CRM entrepreneurship: An institutional perspective

“…This process requires the entrepreneurial attributes of autonomy, proactiveness, and risk-taking (Nasution et al, 2011;Shane et al, 2003). Entrepreneurship has occasionally been seen as a mechanism to create value by using a unique set of resources to create and exploit new opportunities (Baker & Nelson, 2005;Duhan & Singh, 2014;Garud and Karnøe, 2003). While entrepreneurship is perceived as indispensable for improving business competitiveness, entrepreneurship success requires an ability to find new opportunities to create greater customer value than competitors (Lagrosen & Josefsson, 2011;Nasution et al, 2011;Nethravathi et al, 2020).…”

“…Scholars emphasize that social media offer a promising source of entrepreneurship research (Fraccastoro & Gabrielsson, 2018;Gustafsson & Khan, 2017). The literature recommends the adoption of social media technologies due to their prominent role in corporate entrepreneurship (Crammond et al, 2018;Duhan & Singh, 2014). Gustafsson and Khan (2017) describe social media entrepreneurship as the process of identifying and exploiting potential opportunities executed by stakeholders through social media tools.…”

“…Advances in social media applications are constantly providing businesses with innovative entrepreneurial opportunities. The literature (Duhan & Singh, 2014;Dutot & Bergeron, 2016;Fraccastoro & Gabrielsson, 2018) indicates that social media capabilities may be an entrepreneurial resource in the successful pursuit of CRM. However, the literature (Al Omoush et al, 2018;Miller, 1983) also reveals three supposedly essential dimensions in determining the extent of SCRM entrepreneurship: innovativeness, risk-taking, and proactiveness.…”

“…Recent studies confirm that social computing is a promising avenue for enhancing corporate entrepreneurship (Duhan & Singh, 2014;Dutot & Bergeron, 2016;Fraccastoro & Gabrielsson, 2018;Gustafsson & Khan, 2017). More specifically, the literature indicates that social media platforms offer critical entrepreneurial resources in the pursuit of effective CRM (Duhan & Singh, 2014;Dutot & Bergeron, 2016;Fraccastoro & Gabrielsson, 2018;Gustafsson & Khan, 2017). Indeed, social media platform use can influence entrepreneurial entry in a given context (Wang et al, 2020).…”

Management of Security Activities at Innovative-Active Enterprises

“…Of course, innovative development is a priority area of the enterprise. In a market economy, an enterprise experiences the influence of the external global environment, which provokes instability, constant dynamics and reduces the level of economic security, which manifests itself in ensuring the progressive economic development of society in order to carry out production activities to meet individual and social needs, and is also characterized by the degree of protection of all systems enterprises in the implementation of economic activities and prevention of information leakage (Duhan & Singh, 2014). Innovations, are one of the main factors for ensuring the effective functioning and economical use of resources at the enterprise, the quality of business processes and a constant incentive for capacity building and sustainable development of the enterprise.…”