Gen Y's addiction to web 2.0: Problem or strategy?

Abstract

Looming on the horizon is a long‐term threat that could endanger your company's very existence. That threat is a coming shortage of workers. But there's more bad news: the employees now entering the workplace, dubbed Generation Y, will be very difficult and expensive to retain.What must your company do to attract and keep this newest generation of workers? And is their addiction to Web social networking a problem or a strategy? © 2010 Wiley Periodicals, Inc.

What could possibly go wrong? A multi-panel Delphi study of organizational social media risk

“…(Krasnova et al 2009) Perception of social media acceptance/adoption Social (External) Concern that an organization may not be adept or savvy at using social media. (Mooney et al 2010;Bharati et al 2014) Inconsistent branding Social (Internal) Image of an organization as portrayed via social media may be inconsistent with the image communicated through more traditional means. (Kane et al 2009;Levy et al 2015) Damage to consumer confidence Social (Internal) Information disseminated through social media may damage current and potential customers' impressions of a company, its products and/or services.…”

“…Calls for a more social organization (Deans 2011;Kane 2015a;Gaines-Ross 2013;Bharati et al 2014), from line employees to chief executives, introduces greater opportunities for social media missteps. When a social business strategy is combined with a new generation that has Bgrown up digital^ (Tapscott 2008) and is accustomed to working collaboratively via social media (Kane 2015a;Leidner et al 2010;Miller-Merrell 2012;Mooney et al 2010;Guitierrez et al 2016), the likelihood increases that organizations in the future will need to maintain a watchful eye over the use of social media. We define organizational social media risk as the potential for negative exposure associated with the use of social media that can have detrimental impacts upon an organization.…”

How compulsive use of social media affects performance: insights from the UK by purpose of use

“…One segment of the population for which such research is particularly important is students, as past research has cited negative impacts of both technology and social media use by them. For example, research has cited negative effects of students' interactions with online gaming, social networks, and virtual worlds, including distraction from academic tasks, compulsive use and addiction, isolation, and decreased student achievement (Jacobsen & Forste, 2011, Mäntymäki & Riemer, 2011Mooney, Wright, & Higgins, 2010). Thus, as virtual social interactions are increasingly replacing real-world social interactions (Morrison & Gore, 2010), it is critical to develop a comprehensive understanding of factors that influence the use of social media by students in an effort to mitigate potential negative academic, social, and physical consequences (Caplan, 2003;Hafner, 2009;Hartshorne, Ajjan, & Cao, 2016Mazzoni, Cannata, & Baiocco, 2017, while also extending the positive consequences of social media use that has been espoused in the research (Boulos & Wheelert, 2007;Ferdig, 2007;Franklin & Van Harmelen, 2007;Maloney, 2007;Sturm, Kennel, McBride, & Kelly, 2008;Valenzuela, Park, & Kee, 2009).…”

Mobile Risks Demand C‐Suite Action!

“…Concerns of the chief human resources officer (CHRO) create a focus on the company's human capital and the functioning of the HR offices, and how mobile devices contribute to each. We have described Generation Y workers’ addiction to mobile devices (Mooney, Wright, & Higgins, ). ADP, the large HR service provider, agrees and relates the critical need of this workforce for empowerment and the ability of mobile devices to achieve this goal (Capone, ).…”