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This study investigates how employees' work- and social-related use of social media can individually and interactively render different impacts on employees' performance in the context of internal or external social media.

To test the research model in these two different contexts, the authors collected data from 392 internal social media users and 302 external social media users in the workplace.

The data suggest that the respondents' job performance can be enhanced when using internal social media for work-related purposes and using external social media for social-related purposes. Meanwhile, the interaction of work- and social-related use is positive for external social media but negative for internal social media on job performance. These findings highlight the significant distinction of social media use in the workplace.

First, this study contributes to the literature on the business value of IT by providing theoretical arguments on how companies can capitalize efforts to consider work-related use in combination with social-related use to create business value. Second, this research theorizes two distinct yet interacting views of social media use. The authors offer a more granular insight of the paths from work- and social-related use to employee performance instead of encapsulating social media use in a unitary concept and linking it simply and broadly to employee performance. Third, this research considers the interdependent effects of work- and social-related use on employee performance, and thus goes beyond the independent roles of these two types of social media use. Fourth, the authors find that the links from employees' work- and social-related use of social media to job performance vary in different contexts.

This study aims to investigate how technology characteristics facilitate employees' work meaningfulness through job crafting.

This study applies the survey method and collects data from 357 Chinese participants with the experience of using information technology (IT) at work.

Technology characteristics (i.e. technology reconfigurability and technology customization) enable employees to craft their jobs, contributing to work meaningfulness.

It remains to be seen whether the findings can be generalized to other cultural contexts. This study justifies the positive effects of IT but does not take into consideration the IT factors that might thwart job crafting.

IT is not merely a work tool. It is a contextual component strongly conducive to cultivating work meaningfulness. However, IT itself cannot directly lead to work meaningfulness. Instead, its contribution to job crafting matters.

The literature on the downstream impact of IT has yet to consider the value of IT for job crafting and work meaningfulness. This study verifies that job crafting is the linking mechanism between IT and work meaningfulness.

Advances in information technology (IT) have resulted in the development of various computer‐mediated communication (CMC) and social networking tools. However, quantifying the benefits of utilizing these tools in the organizational context remains a challenge. In this study, the authors aim to investigate the effects of three specific tools, viz. instant messenger, email and knowledge forum, on facilitating the communication and social network at work, and their subsequent influence on individuals’ work performance. Together with a social network diagram, the proposed model is validated by a survey of 59 employees of a company which embeds these three CMC and social networking tools in the work process. The key findings, implications and future research are discussed.

The authors verify the research model with data from the Hong Kong office of an international bank headquartered in London, UK. They also collected the data on the social networks of 59 employees to draw a network diagram of the respondents using the social network analysis software UCINET.

The research model is fully supported by the survey data. Meanwhile, the social networks analysis also suggests the linkage of using IM at work and the high level of degree and high level of closeness.

This study provided an empirical verification of media performance theories, evidenced by interactive tools such as IM and email. This research also directly linked the elements of social network, viz. degree, closeness and betweenness, with the CMC and social network tools, the communication, interactivity, relationship, and work performance.

In China, online intermediaries have become increasingly influential in the last few years, notably in the business‐to‐business (B2B) domain. However, little research has considered the impact of these intermediaries on either the tacit knowledge or the guanxi that are so central to Chinese business processes. In this paper, authors investigate this impact, as well as the consequent shifts that are taking place on B2B platforms, focusing on the case of Alibaba, China's largest online business intermediary.

An exploratory case‐study approach is employed in this paper. The authors have comprehensive investigated Alibaba's trading platforms and associated technologies. They have also engaged 15 Alibaba users (buyers and sellers) from seven different countries/territories in semi‐structured interviews and use the interview data to supplement the own findings.

Alibaba is effectively functioning as a substitute for traditional, offline social networks. In the process, it is leveraging and disseminating explicit knowledge critical to all aspects of the purchasing/procurement process, as well as changing the role of guanxi throughout the business purchasing/procurement process. Alibaba is thus engineering radical changes in the way business can be conducted in China.

Experienced researchers of Chinese management have traditionally been wary of ignoring cultural norms, which, in this case, would highlight the importance of both guanxi and tacit knowledge. The shift from tacit to explicit knowledge representation, coupled with a modified role for guanxi, is thus rather unexpected and should lead researchers to query previous assumptions, as well as test new ones, specifically in the area of online B2B transactions, but potentially in other domains where online communications are involved.

Chinese business people are all too aware of the importance of tacit knowledge and guanxi. The potential for this tacit knowledge to be represented explicitly online, coupled with the shifting role that guanxi may play, should be of great interest to those who wish to explore the online marketspace. It may be particularly attractive to newcomers (notably non‐Chinese) to the Chinese market since their own tacit knowledge and guanxi may be less well developed and they may be in a better position to leverage the online platforms.

There is little prior work on Chinese B2B e‐commerce from a guanxi‐based or knowledge management (KM) perspective that builds on the experiences of online buyers and sellers. They chart this area and seek to integrate the two disparate streams of research on guanxi and KM in the context of B2B e‐commerce.