Paradoxes of social networking sites: an empirical analysis

Abstract

Purpose

The purpose of this paper is to better understand the relationships between the paradoxes of social networking sites (SNSs) and users' loyalty toward these websites.

Design/methodology/approach

This study surveyed 180 students enrolled in graduate and/or undergraduate level classes in three different universities in the Midwest and Southwest regions of the USA. The structural equation modelling (SEM) technique was employed to analyze data and examine the conceptual model proposed in the current study.

Findings

The results suggest that the paradoxes of social networking sites (assimilation/isolation and competence/incompetence) are significant antecedents of online social networking pleasure and loyalty. Furthermore, the results suggest that pleasure mediates the relationships between paradoxes of social networking sites and loyalty toward social networking sites.

Research limitations/implications

A sustainable business strategy for SNSs would be to maintain a safe environment that on one hand promotes continuous innovations and on the other hand facilitates desired feelings such as fun, pleasure, and adventure. Results based on student sample suggest more works are needed to generalize the findings.

Practical implications

This study points out online communication technologies (e.g., SNSs) are a double‐edged sword for consumers. Marketers need to manage consumers' feeling and experiences effectively.

Originality/value

This study with few other studies extends social marketing literature by offering theoretical and statistical evidence regarding how paradoxes of SNSs impact users' experience. Specifically, this study addresses the underlying reasons that may cause SNS users decrease their participation over time, and the role of SNS users' feelings play in forming their overall SNS usage experiences.

Citation

Zhuang, W., Hsu, M.K., Brewer, K.L. and Xiao, Q. (2013), "Paradoxes of social networking sites: an empirical analysis", Management Research Review, Vol. 36 No. 1, pp. 33-49. https://doi.org/10.1108/01409171311284576