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This paper aims to test an interaction effects model that includes perceived community support, community satisfaction, and post‐adoption behaviours by analysing a social networking site called Tuenti. Inclusion of routinisation as a moderator allows, in particular, the overcoming of inconsistencies of relationships among key drivers found in previous studies.

The research uses partial least squares to estimate the parameters of the interaction effects model.

Overall, community satisfaction leads Tuenti members to develop community participation and feelings of belonging, and identification with other members. In particular, routinised behaviours predispose members to a higher influence of community satisfaction on community integration – reducing the main effect of perceived support. The higher community satisfaction also results in a lower influence of perceived support on active participation.

Although previous research provides evidence of the possible effects of perceived community support and satisfaction on social behaviours, a review of the literature reveals that there are still very few published studies that analyse the interaction effects of community satisfaction and routinisation and consequently, improve the explanatory power of the theoretical framework.

The purpose of this paper is twofold. First, the study aims to investigate the effects of personal innovativeness and familiarity on social integration in the domain of social network site (SNS) innovation. Second, the study seeks to examine the influences of satisfaction and trust on social integration.

Structural equation modelling is proposed to assess the relationships between the constructs, along with the predictive power of the model.

The results demonstrate that increasing satisfaction, trust, and familiarity and assisting members’ personal innovativeness are important initiatives that promote social integration, reduce competition between my SNS and others, and consequently, inhibit opportunistic behaviour.

The model does not include all the relevant variables. The sample is not random and thus it is not necessarily representative of the population.

Managers must take familiarity and innovativeness into account to customise their social strategies in order to ensure enduring enthusiasm for SNSs. Likewise, fostering members’ satisfaction through more gratifying and easier interactions is an effective strategy to promote social integration. Furthermore, SNSs should prioritise their initiatives for enhancing perceived control by making clear rules and management procedures available, as well as the required legal aspects and seals of approval that will increase levels of trust.

A review of the literature reveals that very few studies analyse the effects of personal differences and relationship quality on social integration. This work therefore improves the explanatory power of existing theoretical frameworks.