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Ensuring effective usage of Web 2.0 within government organisations is not as straightforward as it seems. The organisations should be aware of a number of issues when implementing Web 2.0 internally. This paper introduces a theoretical model that highlights the importance of management, technology and people issues influencing the level of Web 2.0 usage from an internal perspective. The purpose of this paper was to identify and explore these issues in a government context.

This paper uses a mixed-method (qualitative and quantitative) analysis to identify the issues that should be focused on for achieving effective usage of Web 2.0 among government employees. A combination of interviews, surveys and usage data collected from two government organisations was used to gather the data.

The main finding is that, a policy will act as an initial catalyst for culture change and effective usage of Web 2.0 technologies in a government environment. It was also found that it is important to develop an understanding among senior management about the motivation for their employees to utilise Web 2.0 internally. As a result, the proposed theoretical model could assist government organisations in developing effective adoption approaches through identifying their employees’ motivation to adopt Web 2.0 technologies and developing a suitable organisational social media policy.

There is the issue of the small number of both qualitative and quantitative respondents within the research. Such limitation is because the research relies solely on the voluntary participation of the employees. This limitation was coupled with the fact that both organisations had different security requirements that had affected the amount and level of feasible information that was accessible to the researchers.

This paper extends the understanding of issues applicable to the adoption of Web 2.0 tools from a government organisations’ perspective. The developed theoretical model acts as an adoption guide for organisations to achieve effective Web2.0 tools usage. At the same time, this paper also examines related motivation aspects which higher management should consider while using a new social media or Web 2.0 platform internally.

This paper highlights suitable overview approaches for organisations to consider in increasing adoption of Web 2.0 among their employees. This paper also provides an initial foray into identifying other complex issues that may exist within different government organisations in relation to internal technology usage.

The paper aims to highlight the role of enterprise social media as an internal workplace tool for employee engagement purposes.

The paper provides a viewpoint on how social media can be used internally by organizations after considering both academic and practitioner literature in the respective field.

The paper posits that organizations should move beyond using social networking tools for recruitment and branding purposes and take a step further to use social media tools internally for employee engagement initiatives. It provides practical implications for managers to embrace social media as an engagement tool and to increase employees’ participation on such media.

The paper provides implications for both researchers and practitioners for using social media as a strategic employee engagement initiative and devising appropriate social media and human resource strategies to do so.

The paper offers insights into how enterprise social media can be used as an internal communication tool for engaging employees in this technologically connected era.

Academics and professionals across management and communication fields have increasingly recognized significant contributions of engaged employees to organizations. The purpose of this paper is to investigate the effect of communication channels, and communication attributes of transparency and authenticity on employee engagement in China.

A web survey was conducted with 407 employees randomly selected from a variety of medium-sized and large corporations in China.

The study results show that face-to-face interactions and social media are the most effective channels in building organizational transparency, authenticity, and engaging employees in China. Organizational transparency and authenticity demonstrate strong positive effects on employee engagement. Theoretical and practical implications are discussed.

This study was among the first empirical attempts to examine the impact of corporate communication channels on employee engagement in China. It also contributes to the growing literature on corporate transparency and authenticity, two of the major communication trends identified in the twenty-first century.

This chapter presents results of a qualitative study among European champions in social media management. It aims to describe a strategic process and its implications for social media strategic management.

The chapter is based on four in-depth case studies involving both primary and secondary data analysis and interviews.

Social media management is governed by similar principles as corporate communication management. However, there is an important role of personal preferences of senior executives for an effectiveness of the strategic process.

The model allows describing the social media management in the multinational companies. Organizational learning process drawn in this chapter can be directly applied in the multinational companies from various industries.

Social media create an environment in which established actors need to learn how to communicate socially. Sophistication of the tools requires sophistication of the strategies and processes.

This chapter analyzes companies from various industries which are considered successful in social media strategic management. It creates a model which is applicable in various industries. It provides also insights into social media strategies from the research among social media global leaders.

For many years the excellence theory (Grunig, 1992), with its ideal of two-way symmetrical communication, has been the dominant normative framework in public relations (PR). From an affordance perspective, social media seem to side perfectly with this promise of a more balanced power relation between participants in the communication loop. The purpose of this paper is to see if this promise was realized in the context of an internal communication practitioner’s social software use.

The authors used a critical case approach for the organizational ethnography. Therefore, the authors selected an IT company where the formal position of internal communication was being created. In this environment, the authors considered it “least likely” to find the unidirectional model of “push communication.” The authors used the network gatekeeping theory (Barzilai-Nahon, 2008) to study technology usage patterns in the organization.

The analysis indicates that the internal communicator uses social software to interact with other employees. The authors additionally found these tools to affect the gatekeeping role of internal communication, altering the position’s ideological focus through its ability to shape the technological environment.

On a theoretical level, the network gatekeeping theory proved to be useful to study power relations inside organizations. On a practical level, the authors found themselves combining different data sources to grasp the complexity of organizational communication practices.

This research questions the widespread assumption that adoption of social software leads to excellence in PR. Additionally, the use of ethnographic methods in PR has been rare.

This study aims to examine the effects of celebrity negative publicity on attitude towards brand, corporation, brand reputation and corporate reputation, both directly and through the moderating effects of social media involvement, brand commitment, identification and attribution (both types). Associative network theory has been used to explain these effects.

A quantitative survey of 550 respondents was carried out in London and surrounding areas. Structural equation modelling was used to analyse the data.

The findings suggest that celebrity negative publicity affects brand reputation and corporate reputation. Further, the moderating effects of social media involvement and brand commitment on attitude towards brand and corporation, identification on attitude towards brand, attribution types on attitude towards corporation were not found.

To the best of the authors’ knowledge, this is the first paper to examine the effects of celebrity negative publicity on attitudes towards brand, attitude towards corporation, brand reputation and corporation reputation, directly, and through the moderating effects of attribution (both types), identification, commitment and social media. Findings from this study will minimise the gap in the literature on the topic and will help managers and policymakers to understand the effects of celebrity negative publicity in detail.

Drawing upon information processing theory (IPT) and natural resource-based view (NRBV), this study analyses the role of social media technologies (SMT) on internal and external environmental collaboration and green innovation (green product, process and managerial innovation).

This study took in-depth empirical research by developing a survey questionnaire to identify the relationship between SMTs, environmental collaboration and green innovation. The respondents of the questionnaire were supply chain professionals working in the manufacturing industry of Pakistan. The survey collected 475 responses, which were tested through PLS-SEM using Smart-PLS.

The study results indicate that SMTs positively influence both internal and external environmental collaboration. Furthermore, internal environmental collaboration (IEC) fosters green products and green managerial innovation. In contrast, external environmental collaboration (EEC) fosters green processes and green managerial innovation. This study has also tested the mediation of IEC and EEC, which shows that both IEC and EEC mediate all the relationships except green process and green product innovation. The results also revealed that innovation capabilities moderate the relationship between environmental collaboration and green innovation.

Though this study has various practical implications, it is not free of limitations. First, the data were collected from Pakistan, and the results may only be compared with other developing countries. Second, few social media platforms have been considered, but they are increasing in numbers and could be used in upcoming studies. Third, green innovation in the context of products, processes and management is considered, but the concept is evolving, and its other indicators can be taken in upcoming studies.

This study addresses the implication of SMTs, environmental collaboration, innovation capabilities and green innovation, which are helpful for managers and policymakers to design policies.

This study provides the seminal operationalization of SMTs in environmental collaboration and green innovation. This study emphasizes innovation capabilities that firms should adopt.

Situated between the literature on internal branding and user-generated content, this study aims to demonstrate the effect of employee-generated content (EGC) on consumers’ purchase intentions and positive word of mouth (WOM).

The conceptual model was empirically tested using structural equation modeling based on a sample of 442 participants.

The findings support a sequential mediation model in which employee-created social media content impacts perceptions of brand citizenship behavior (BCB) and perceptions of expertise, which in turn increases purchase intention and WOM.

Based on the findings, this research suggests that employee ambassador programs can work to attract employees with an interest in brand-related social media content creation. Facilitating EGC through support, empowerment and reinforcement rather than traditional control mechanisms is recommended.

This research introduces the concept of EGC and employee content creators while extending the literature on perceived BCB by empirically demonstrating its relationship with perceived expertise and positive consumer behavior outcomes.

This chapter examines the use of social media within organizations in order to engage with both current and potential future employees.

It is commonly claimed that social media technologies can help organizations to engage with both current and potential employees. This chapter examines these claims through an examination of the use of social media within two organizations: a UK television company and an international UK telecommunications company. Data was gathered from the company websites and via 34 semi-structured interviews.

The two case studies confirm that social media has promise with regard to facilitating the engagement of existing employees. However, the findings suggest also that the use of social media to engage employees will not be successful unless the culture and leadership of the organization already embraces open communication and participation.

The findings are limited in that they rely on two case studies and therefore might not be applicable to other organizations. Despite the limitations, this chapter has significant implications for organizations considering the adoption of social media as a means to improve employee engagement. It suggests that when adopting social media for organizations, the very first step should be to assess the organizational readiness with a focus on culture and people rather than on the technology itself. This is because managerial behaviors and styles are central to the level of engagement individuals feel with an organization. For the same reason leaders need to be trained to lead collaboratively, and to be able to understand the new social practices.

The chapter makes an important contribution to an extremely sparse literature on social media as a means for engaging with employees through the provision of rare empirical data and is therefore valuable both for managers and for HR scholars and practitioners.

This paper aims to explore how social media can be used strategically for delivering the promises of open innovation and examines the types of structure that can foster the integration of these new tools with more classic top-down innovation approaches.

A single case study of, ALPHA (pseudonym), a multinational company that combined an integrated strategy and the creation of a lean structure with the full potential of social media.

To take on the challenges of energy transition, ALPHA has implemented a low-cost approach allowing it to harness the promises of open innovation. This combined the introduction of a lean structure, two social media platforms and processes that ensured the integration of open innovation activities with existing departments.

The research is based on a single case study. Further research should be conducted to establish the generalization of the results.

This paper highlights the key success factors in making such a light approach successful, namely, controlling cost and disruption of open innovation; integration matters; leveraging complementarities with existing social media initiatives; and bottom-up adoption.

The research provides a unique approach that can be practically implemented to leverage social media to deliver the promises of open innovation and offers an original way of integrating social media lead innovation and open innovation strategies with more classic R&D activities.