Who does (not) want to engage in internal social media? Employees’ segmentation into different user types

Ecklebe, Sarah; Löffler, Natascha

doi:10.1016/j.pubrev.2022.102249

Cited by 3 publications

(13 citation statements)

References 60 publications

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“…Contrary to previous findings [15], we expect normative compliance to play a role in driving knowledge exchange on enterprise social digital platforms [35]. Further research is needed to explore and operationalize social capital construct in diverse contexts due to the limited and mixed results in the existing literature [14], [32]. Social cognitive theory [36] has similarly been employed to investigate the drivers of participation in virtual communities (e.g., [37], [38]).…”

mentioning

confidence: 61%

“…This study departs from the acknowledgment that: "…few studies have examined key factors affecting online knowledge sharing in organizations," [18] and very few combine different theoretical perspectives [14], [32]. The majority of IS literature investigating the relationships between social capital and knowledge sharing through the use of different online digital platform has not paid enough attention to the fact that digital platforms, in the organizational context, are unlikely introduced in a vacuum of relationships (see for an exception Bala and Bhagwatwar [33];…”

Section: Hypotheses Developmentmentioning

confidence: 80%

“…Charoensukmongkol [29]). Conversely, both formal and informal relationships developed within an organizational context can influence online knowledge sharing, and further empirical examinations are needed, given the scant and inconclusive results in extant literature [14], [32], [44], [45]. While we recognize the important contribution of Chiu and colleagues [14], we also depart from their study by developing hypotheses related to how the social capital developed within the physical organization may translate to online knowledge sharing.…”

Section: Hypotheses Developmentmentioning

confidence: 83%

“…Finally, the most relevant studies in the IS literature mostly consider the structural dimension operationalized as an impersonal form of social capital [32], [39] (for exceptions see Chiu et al, [14]; Chua et al [57], Wasko and Faraj [12]) and in the context of the internet (see for a recent review of empirical studies Ecklebe and Löffler [32]). In the following sections we delve into each of the three dimensions [34] and its relationship with individuals' online knowledge sharing.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

“…[25] In the field of organization and information science, prior research has examined the impact of ESM on innovation and individual outcomes [26]- [28] [29], [30]. However, there is a lack of research on the antecedents of ESM usage (see for an exception Engler and Alpar [31] and Ecklebe and Löffler [32]), particularly related to individual and contextual variables targeting the physical organization (for an exception, see Bala and Bhagwatwar [33] and Charoensukmongkol [29]). This paucity hinders our understanding of ESM's effectiveness in facilitating knowledge exchange [7].…”

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confidence: 99%

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From Physical to Digital: Investigating the Offline Drivers of the Online Use and Quality of Knowledge Exchange of an Intraorganizational Digital Collaborative Technology

Monti,

Giuliani,

Scapolan

et al. 2024

IEEE Trans. Eng. Manage.

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This study integrates social capital and social cognitive theories to empirically test the effects of employees' attitudes, normative expectations, and informal position targeting the organization as offline drivers of online digital platform use and quality of knowledge exchange. Our findings provide several contributions: (1) revealing the relationships between individual and contextual variables targeting the physical and virtual organizational contexts, (2) offering a nuanced understanding of offline drivers for digital platform use and knowledge exchange, and (3) identifying key predictors that managers can leverage to align employee behaviors with organizational goals. MANAGERIAL RELEVANCE STATEMENTThis study underlines the need to pay attention to individual motivations to use and contribute to intra-organizational digital platforms as a function of the position of the individuals within the informal organizational network. Incentives may be needed that consider the reputational effect in the informal organization and the need of translating complex knowledge to be diffused online. After spending a significant amount of money, time and resources, managers usually tend to pressure employees to use and contribute to digital platforms even though participation is officially voluntary. This behavior, though common, is largely counterproductive as it affects the very rationale for their existence. Our results suggest that managers focus on the development of internalized norms related to learning and sharing behaviors as well as to the

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mentioning

confidence: 61%

Section: Hypotheses Developmentmentioning

confidence: 80%

Section: Hypotheses Developmentmentioning

confidence: 83%

Section: Hypotheses Developmentmentioning

confidence: 99%

mentioning

confidence: 99%

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From Physical to Digital: Investigating the Offline Drivers of the Online Use and Quality of Knowledge Exchange of an Intraorganizational Digital Collaborative Technology

Monti,

Giuliani,

Scapolan

et al. 2024

IEEE Trans. Eng. Manage.

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Breaking with the seductive promises of internal social media: a critical appraisal

Høvring,

Ballantyne

2024

CCIJ

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PurposeThe purpose of this article is to critically analyze the existing literature on internal social media (ISM) within the context of internal communication, aiming to provide a more nuanced understanding of the roles of ISM and its potential implications for communicative practices.Design/methodology/approachDrawing on a problematizing review methodology, the article conducts a critical analysis of a selected body of literature with the aim of problematizing assumptions that form the foundation of existing theories and constructs in the literature on ISM communication.FindingsThe article points out two interrelated critical issues that might constrain our understanding, scholarly conversation and theoretical development of the roles of ISM communication in organizations: (1) Philosophical inexplicitness; (2) Ontological inconsistency.Originality/valueAssuming a communication perspective, the article contributes suggestions for future research on ISM in the context of internal communication, calling for research to: (1) explicitly consider the epistemological implications of philosophical positions, including the view of technology; and (2) foreground meaning creation processes as the analytical point of interest.

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The circular model of “SOME” on digital public relations management of Universitas Islam Riau

Qurniawati,

Mardani,

Wulandari

2024

PRH

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Background: The transition of information channels used by the general public today is increasingly centered on digital media. This is indeed an opportunity for various institutions to enter the target market without having to go through filters as before. So, by reading this pattern Universitas Islam Riau adapts its public relations strategy from conventional to digital wisely. Purpose: This research was conducted to explore how UIR used digital in its public relations strategy. Methods: To understand the situation and the data collected, this research uses the SOME (share, optimize, manage, engage) model in elaboration. As for the research, the descriptive qualitative method is chosen as an approach to understanding five informants who were on the public relations team for UIR. Results: Following the SOME model, it can be mapped that in share, UIR used five social media and a website. Optimize, by arranging social media surfaces and collaborating with public figures. In managing, they monitor every audience response to each post through social media insight features, as well as direct and real-time actions to the audience on social media accounts. In engage, to publish the latest information and respond to all incoming messages. Conclusion: UIR uses digital public relations in managing information, going through four main stages, starting from the process of sharing, optimizing, managing, and attracting. Implications: The results of this study can provide input to university public relations to manage digital public relations optimally to always increase and build audience trust effectively and quickly.

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Who does (not) want to engage in internal social media? Employees’ segmentation into different user types

Cited by 3 publications

References 60 publications

From Physical to Digital: Investigating the Offline Drivers of the Online Use and Quality of Knowledge Exchange of an Intraorganizational Digital Collaborative Technology

From Physical to Digital: Investigating the Offline Drivers of the Online Use and Quality of Knowledge Exchange of an Intraorganizational Digital Collaborative Technology

Breaking with the seductive promises of internal social media: a critical appraisal

The circular model of “SOME” on digital public relations management of Universitas Islam Riau

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