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In response to the growing need for organizations to enhance their digital capabilities and the widespread adoption of enterprise social media (ESM) in the workplace, researchers have extensively studied the effects of ESM on various organizational outcomes. Nonetheless, a notable theoretical gap exists regarding the influence of ESM on the development of organizational digital maturity. This paper aims to bridge this gap by conducting a comprehensive literature review to investigate how the utilization of ESM can facilitate the transformation of organizational value-creation processes, thereby contributing to the overall enhancement of digital maturity.

Using the information technology (IT) value-creation framework developed by Mooney et al. (1996) and applying a template analysis methodology as outlined by King (2012), the authors conducted a systematic literature review (Okoli and Schabram, 2010), to investigate the influence of ESM on value creation within the digital business environment.

The study’s outcomes are structured around a theoretical framework that combines the contingency theory and the sociotechnical perspective to provide a comprehensive understanding of digital maturity. This paper also delves into how ESM facilitates the transformation of organizational value-creation processes, ultimately contributing to the overall progress of their digital maturity.

This study adapts existing theoretical models to fit the context of ESM and integrates multiple perspectives to provide a comprehensive understanding of its impact. It identifies a convergence in the definition of ESM and offers insights into its various dimensions and effects on value creation. Hence, scholars can use the identified theoretical frameworks and conceptual convergence to guide future investigations into the impact of ESM on value creation, fostering theoretical development and empirical research. Practitioners can benefit from the insights to develop effective strategies for implementing ESM within their organizations, aligning with broader organizational objectives to enhance performance, streamline operations and drive structural changes. Furthermore, both scholars and practitioners can use the identified limitations of the study to identify areas for further improvement and exploration, thus contributing to the advancement of knowledge and practice in ESM and value creation. Limitations of this research include the exclusion of gray literature, a relatively small sample size of analyzed articles, and the restriction to specific databases as per systematic review guidelines, potentially overlooking valuable contributions from alternative sources.

This paper provides a comprehensive exploration of how ESM can support value-creation processes within organizations. It offers valuable insights to help managers incorporate ESM into their digital strategies and to understand its value-creation effects.

Adopting a value-creation perspective and integrating the contingency theory and the sociotechnical perspective to build a comprehensive framework, this research introduces an original approach by showcasing how ESM can facilitate shifts in value-creation processes of organizations, paving the way to contribute to the development of their digital maturity.

The aim of this paper is to explore the stakeholder exclusion practices of responsible leaders.

An interpretive multiple case analyses of seven responsibly led organisations was employed. Twenty-two qualitative interviews were undertaken to investigate and understand perceptions and practice of responsible leaders and their approach to stakeholder inclusion and exclusion.

The findings revealed new and surprising insights where responsible leaders compromised their espoused values of inclusivity through the application of a personal bias, resulting in the exclusion of certain stakeholders. This exclusivity practice focused on the informal evaluation of potential stakeholders’ values, and where they did not align with those of the responsible leader, these stakeholders were excluded from participation with the organisation. This resulted in the creation and continuity of a culture of shared moral purpose across the organisation.

This study focussed on responsible leader-led organisations, so the next stage of the research will include mainstream organisations (i.e. without explicit responsible leadership) to examine how personal values bias affects stakeholder selection in a wider setting.

The findings suggest that reflexive practice and critically appraising management methods in normative leadership approaches may lead to improvements in diversity management.

This paper presents original empirical data challenging current perceptions of responsible leader inclusivity practices and indicates areas of leadership development that may need to be addressed.

The current study explores the role of social psychological factors on organizational commitment. It examined the relationships between organizational fairness, inclusion, diversity, sexism, psychological safety and affective commitment.

The study adopted a cross-sectional survey method where data were collected from staff across six higher education institutions in the United Kingdom. A total of 416 responses were collected and the data were analyzed by employing independent sample t-tests to explore gender differences regarding organizational diversity, inclusion, fairness, sexism, psychological safety and affective commitment. The mediating role of psychological safety in the effects of organizational diversity, fairness, inclusion and sexism on staff’s commitment to the organization was evaluated through a series of simple mediation models. Finally, the mediated effect of organizational social psychological factors on affective commitment through psychological safety, moderated by gender was tested.

As hypothesized, men had higher perceptions of organizational inclusion and diversity and viewed their organization as less sexist. Psychological safety mediated the positive effects of organizational diversity, fairness, inclusion and sexism on staff’s affective commitment to the organization. Organizational diversity and sexism played a bigger part in how women evaluate their organizational environment as safe to take risks and be themselves and consequently on how they commit to the organization. On the other hand, organizational fairness and inclusion seem more closely tied to men’s evaluation of their organization as safe to be themselves and consequently stronger commitment.

The findings shed light on the underlying mechanisms that shape affective commitment, that can lead to more inclusive work environments and contribute to systemic change in the Higher Education context.