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Open Access
Article
Publication date: 10 June 2020

Claudia Dossena, Francesca Mochi, Rita Bissola and Barbara Imperatori

The research and practice agree that social media are reshaping strategy and organization rules across industries. Nevertheless, how social media can become a source of…

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Abstract

Purpose

The research and practice agree that social media are reshaping strategy and organization rules across industries. Nevertheless, how social media can become a source of competitive advantage remains under-investigated and there is no evidence about which capabilities and competencies can effectively and strategically exploit social media. By merging the literature on social media management and hospitality, the authors develop and test a theoretical framework that identifies the most relevant capabilities and competencies for using social media in the food service sector. The paper aims to map them and understand which ones are relevant according to different strategic choices of social media use.

Design/methodology/approach

The authors adopted a qualitative methodology using semi-structured interviews to managers or owners of 14 restaurants in a big city in Northern Italy.

Findings

The theoretical framework suggests that social media could be strategically used for different aims by relying on specific capabilities and competencies. The authors tested it and found that, though nowadays restaurant managers mainly focus on a narrow set of social media competencies linked to relational and marketing capabilities, some also rely on social media to promote organizational change and innovation.

Originality/value

The authors propose a theoretical framework and preliminary evidence on capabilities and competencies declined for the food service sector. The model considers different uses of social media and related capabilities and competencies by mapping them accordingly to their strategic use. The authors preliminarily validate our framework and highlight the competencies possessed by the restaurant managers of our sample and their alignment with the strategic use of social media.

Details

Journal of Tourism Futures, vol. 7 no. 1
Type: Research Article
ISSN: 2055-5911

Keywords

Book part
Publication date: 11 November 2019

Claudia Dossena, Lorenzo Mizzau and Francesca Mochi

Although the importance of social media in the HRM literature is well established, little is known about their potential role in bringing the “human component” at the center of…

Abstract

Although the importance of social media in the HRM literature is well established, little is known about their potential role in bringing the “human component” at the center of the organization. The purpose of this chapter is to conceptually investigate if and how the use of social media in HRM can support (or counteract) a more humanistic approach within organizations. To this aim, we looked into how the e-HRM literature on social media could match the principles posed by the Humanistic Management literature. After having delineated Humanistic Management principles, we frame our analysis focusing on four main topics related to HRM: organizational culture, leadership, job design, and HR practices (i.e., recruitment and selection, learning and training, and performance appraisal and compensation). We develop research propositions connecting humanistic principles with these organizational and HR areas, and conclude with research and managerial implications.

Details

HRM 4.0 For Human-Centered Organizations
Type: Book
ISBN: 978-1-78973-535-2

Keywords

Book part
Publication date: 9 August 2017

Francesca Mochi, Rita Bissola and Barbara Imperatori

This chapter explores different strategies implemented by three companies using professional (LinkedIn) and non-professional (Facebook) social networking websites (SNWs) as a…

Abstract

Purpose

This chapter explores different strategies implemented by three companies using professional (LinkedIn) and non-professional (Facebook) social networking websites (SNWs) as a recruitment tool and investigates the influence of their perceived usability and attractiveness on job seekers’ attraction and their intention to apply.

Methodology/approach

First, a laboratory experiment involving 171 MBA students compares the effectiveness of three different social recruitment strategies. Second, a survey among 110 job seekers focuses on the most effective strategy in terms of attraction as an employer and the influence of perceived usability and attractiveness of professional SNW pages on job seekers’ intention to pursue the job.

Findings

The laboratory experiment confirms the key role of LinkedIn as an e-recruitment practice. The survey shows that the overall company image, the usability of the LinkedIn page and the interaction between the attractiveness of the page and the overall company image positively influence job seekers’ intention to pursue the job.

Social implications

The research offers insights on job seekers’ reactions to 2.0 Internet-based recruitment. Companies should focus on and invest in professional social medias, paying attention to the usability of their SNWs pages.

Originality/value of the chapter

Recruitment is a strategic HRM practice to attract talents; however, research lags behind practice and little is known about job seekers’ perceptions and reactions to Internet recruitment. This chapter sheds light on the use of social media for recruitment and identifies two features that contribute to an effective e-recruitment strategy.

Details

Electronic HRM in the Smart Era
Type: Book
ISBN: 978-1-78714-315-9

Keywords

Content available
Book part
Publication date: 11 November 2019

Abstract

Details

HRM 4.0 For Human-Centered Organizations
Type: Book
ISBN: 978-1-78973-535-2

Abstract

Details

Journal of Tourism Futures, vol. 7 no. 1
Type: Research Article
ISSN: 2055-5911

Content available
Book part
Publication date: 9 August 2017

Abstract

Details

Electronic HRM in the Smart Era
Type: Book
ISBN: 978-1-78714-315-9

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