Search results

1 – 10 of over 4000
To view the access options for this content please click here
Article
Publication date: 27 July 2021

Vibeke Thøis Madsen and Line Schmeltz

Internal social media (ISM) make it possible for all employees to participate in knowledge sharing and decision-making and to voice their opinions. However, several…

Abstract

Purpose

Internal social media (ISM) make it possible for all employees to participate in knowledge sharing and decision-making and to voice their opinions. However, several studies have found that organizations are far from unlocking the full potential of ISM. This paper seeks to explore and explain this gap further by adopting a sensemaking lens to managers' understanding of a social intranet in a public sector organization.

Design/methodology/approach

A longitudinal case study of the process of introducing ISM was conducted in a Danish municipality. Before, during and after the launch of the intranet, interviews with department heads and communication managers in the six different municipal departments were carried out to explore how they made sense of the purpose of ISM.

Findings

Findings indicate that during the process of introducing and implementing ISM, department heads' and managers' narratives about the purpose of the intranet changed from being a matter of involving, engaging and hearing the voices of the employees to being an effective administrative tool and a channel for management to reach all employees.

Originality/value

Rather than the traditional focus on whether ISM fail or succeed, the paper offers new understandings of how managers' sensemaking of ISM changes over time, leading to changes in the actual usage of and communication on ISM.

Details

Corporate Communications: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1356-3289

Keywords

To view the access options for this content please click here
Article
Publication date: 10 October 2016

Anshu Sharma and Jyotsna Bhatnagar

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

Downloads
3969

Abstract

Purpose

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

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Originality/value

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.

Details

Human Resource Management International Digest, vol. 24 no. 7
Type: Research Article
ISSN: 0967-0734

Keywords

To view the access options for this content please click here
Article
Publication date: 13 May 2021

Anshu Sharma, Jyotsna Bhatnagar, Mahadeo Jaiswal and Mohan Thite

The study aims to understand enterprise social media usage at work and explore its impact on employee outcomes, particularly learning behaviors. The scope of the paper is…

Abstract

Purpose

The study aims to understand enterprise social media usage at work and explore its impact on employee outcomes, particularly learning behaviors. The scope of the paper is limited to organizationally facilitated enterprise social media (ESM) used internally for workplace communication and draws upon ESM affordances highlighted by the theory of communication visibility.

Design/methodology/approach

The study used a qualitative research design based on Miles and Huberman framework (1994) as the research question was exploratory in nature. Thematic analysis was conducted using QSR-NVivo to arrive at the dominant themes and to understand their relationship between enterprise social media use at work. Each emergent theme was generated from the behavioral indicators labelled as nodes. Drawing on qualitative data, the study explored the lived-in experiences of employees using enterprise social media for workplace interactions.

Findings

The thematic analysis using QSR-NVivo provided qualitative evidence for the phenomenon of enterprise social media use in the form of four emergent themes: patterns of enterprise social media usage by employees, employees' informal learning behaviors, employee social capital and organizational learning capability.

Research limitations/implications

The study provides theoretical insights into the lived-in experiences of employees using ESM at work and unravel thematic behavioral impact on their learning, social capital and organizational learning capability. The findings of this study support recent research work on impact of ESM on knowledge sharing behaviors (see Sun et al., 2019) and other significant work on co-creation of knowledge (see Wagner et al., 2014). Thus, adding to the body of knowledge management literature.

Practical implications

This study provides evidence for the role of enterprise social media in developing organizational learning capability by offering support and platform for employees' informal learning and building their social capital. Thus, organizations should leverage enterprise social media not only a social networking tool but more as a strategic learning resource. Hence, organizational leaders must encourage employees to be involved on such platforms in order to promote their informal learning. Also, this study captures the role of employee social capital in explaining the enterprise social media, informal learning and organizational learning capability relationship. This shows that enterprise social media can help employees to learn informally when they have good relationships. Hence, this study provides implications for both HR and IT managers and consultants who plan to implement technology for collaborative purposes, should not undermine the importance of building employee social capital. Only then can they utilize the potential of ESM as a learning tool. Last, this research may also influence the general attitude towards social media use at work and further impact the design and implementation of organizational social media policies.

Originality/value

The paper is novel as the qualitative investigation offers deeper insights into the impact of ESM usage on employee and organizational learning behaviors. The paper draws on theoretical underpinnings to present useful linkages between emergent concepts and makes valuable contribution to the literature on enterprise social media use and learning at work.

Details

Journal of Enterprise Information Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0398

Keywords

To view the access options for this content please click here
Article
Publication date: 28 February 2018

Chris Archer-Brown and Jan Kietzmann

This paper aims to examine if (and how), enterprise social media (ESM) can be understood as a strategic knowledge management phenomenon to improve organizational performance.

Downloads
3660

Abstract

Purpose

This paper aims to examine if (and how), enterprise social media (ESM) can be understood as a strategic knowledge management phenomenon to improve organizational performance.

Design/methodology/approach

This paper uses intellectual capital theory and its functional building blocks to organize different types of the ESM platforms, based on secondary data. It then connects these findings to the underling intellectual capital tenets to introduce a conceptual model that explicates how ESM impacts strategic knowledge management, and vice versa.

Findings

This paper concludes that ESM provides a unique complement to traditional strategic knowledge management. The authors argue that ESM differs substantially from other contexts in which intellectual capital has been applied, and extend intellectual capital with three appropriate dimensions (human, social and structural capital). Given the potentially disruptive nature of ESM, this framework helps firms understand the nature of the changes that are needed.

Originality/value

The paper provides the first review of the business needs that are served by the software functions and management processes under the ESM banner. This original contribution takes the intellectual capital and strategic knowledge management discussions from their usual high levels of abstraction and relates them to the real world of ESM, focusing on outcomes. Its unique “Intellectual Capital Framework for the Socially Oriented Enterprise” includes distinct, testable propositions that provide a practical approach to strategically planning, implementing and optimizing ESM.

Details

Journal of Knowledge Management, vol. 22 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

To view the access options for this content please click here
Article
Publication date: 26 October 2010

Rémy Magnier‐Watanabe, Michiko Yoshida and Tomoaki Watanabe

This paper aims to focus on the effect of intranet‐based social networking services (SNS) on the activity of the firm, in particular on the change in the number of

Downloads
4609

Abstract

Purpose

This paper aims to focus on the effect of intranet‐based social networking services (SNS) on the activity of the firm, in particular on the change in the number of business connections and on the time and cost‐savings brought about by such SNS.

Design/methodology/approach

The authors hypothesize that the use of intranet‐based SNS positively influences “social network productivity” defined as the relationship between interconnectedness and knowledge performance, whereby an increase in the number of business contacts may result in a shortened and less costly retrieval of work‐relevant knowledge. Drawing on a large sample of Japanese respondents, a taxonomy based on levels of organizational social capital and innovativeness was used to assess the moderating effects of social capital and innovativeness on social network productivity.

Findings

SNS were found to mildly improve efficiency in accessing knowledge or in increasing the number of business contacts. More importantly, this study reveals that in using intranet‐based SNS, companies with both higher social capital and innovativeness displayed higher social network productivity.

Research limitations/implications

The use of SNS was treated implicitly and should therefore be measured independently, and detailed data on the respondents' organizations would be useful to reveal organizational clusters.

Practical implications

Because fostering social capital and innovativeness rests largely on the firm's organizational culture, leaders who want to implement SNS effectively should pay special attention to the culture of their organization.

Originality/value

In the use of business SNS, practitioners need to consider particular organizational characteristics that may affect the effectiveness of intranet‐based SNS.

Details

Journal of Knowledge Management, vol. 14 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

To view the access options for this content please click here
Article
Publication date: 1 September 2000

Craig Standing and Stephen Benson

The article considers the relationship between effective knowledge creation, acquisition and management and the user interface. The need for and problems associated with…

Downloads
1211

Abstract

The article considers the relationship between effective knowledge creation, acquisition and management and the user interface. The need for and problems associated with knowledge management are discussed and a useful model for organisational learning development is proposed (IPRAM). The article makes a detailed consideration of interface issues in relation to knowledge management and their role in synergising the personal‐corporate knowledge nexus for organisational and economic benefit. Alternative customisable representations of intranets are presented with their implications discussed. Network models, metaphors and iconic interfaces all have their merits. Besides improving interface representations of the intranet researchers need to consider how conceptual and experiential knowledge can be captured in the intranet.

Details

Journal of Knowledge Management, vol. 4 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

To view the access options for this content please click here
Article
Publication date: 1 March 1999

Dubravka Cecez‐Kecmanovic, Debra Moodie, Andy Busuttil and Fiona Plesman

Reports preliminary results from an ethnographic study of a consultative process in an Australian university during 1997. By providing a “virtual discussion forum” an…

Downloads
1778

Abstract

Reports preliminary results from an ethnographic study of a consultative process in an Australian university during 1997. By providing a “virtual discussion forum” an organisational support system (OSS), based on e‐mail and Intranet, was expected to enable equal participation in the consultative process, freedom of expression (“everybody will have their say and will be heard”) and to contribute to more participative and consensus‐based decision making. The analysis of data collected (messages, documents, interviews, notes) suggests that the OSS was not used uniformly across the institution by departments, groups and individuals. Different modes of use of the OSS identified related to contextual features, such as democratic versus authoritarian management traditions, the sharing of power versus authority of power, the culture of consultation versus obedience to superiors. It was found that these contextual features conditioned the modes of use and consequently the role OSS played in the process. On the other hand, it was observed how, in the course of the process, the OSS affected these contextual factors themselves.

Details

Information Technology & People, vol. 12 no. 1
Type: Research Article
ISSN: 0959-3845

Keywords

To view the access options for this content please click here
Article
Publication date: 7 January 2014

Shimrit Hamadani Janes, Keith Patrick and Fefie Dotsika

Research into professional services firms that have successfully implemented and adopted Web 2.0 tools are still rare, with no widely known accepted methodologies or…

Downloads
2435

Abstract

Purpose

Research into professional services firms that have successfully implemented and adopted Web 2.0 tools are still rare, with no widely known accepted methodologies or frameworks. The purpose of this case study is to investigate a medium-sized law firm that embarked on a KM programme that makes explicit use of emergent enterprise-based Web 2.0 tools.

Design/methodology/approach

The overlying research methodology applied is action research, in particular participatory action research (PAR). The study draws on interviews with practitioners, consultants and knowledge workers and takes into consideration multiple stakeholder views and value conflicts. The project is part of a Knowledge Transfer Partnership between RPC LLP and Westminster Business School.

Findings

Implementation of Web 2.0 tools in professional services requires the blending of a number of approaches to address the intrinsic tension between the open, participative behaviour and iterative development methodologies encouraged by social tools, and more traditional management styles and methods of developing IT solutions.

Research limitations/implications

This article presents a single case study based on a law firm that, at the start of the research, was operating from a single location in London and at the time of writing has expanded to multiple locations, including overseas. There may be a limitation to implementing lessons learned and methodologies to larger organisations and organisations outside the legal sector.

Originality/value

While many organisations are still attempting to understand how they can practically implement Web 2.0 tools, this case study presents findings from a law firm that has had an internal Web 2.0-based knowledge solution in place for over two years. The research also makes use of a KM maturity model in order to assess the impact of the Web 2.0 implementation.

Details

The Learning Organization, vol. 21 no. 1
Type: Research Article
ISSN: 0969-6474

Keywords

To view the access options for this content please click here
Book part
Publication date: 8 August 2013

Tanja Sedej and Gorazd Justinek

The chapter presents a senior management view on the role of new and technologically advanced tools, such as social media in internal communications.

Abstract

Purpose

The chapter presents a senior management view on the role of new and technologically advanced tools, such as social media in internal communications.

Design/methodology/approach

We conducted 23 in-depth interviews with senior managers of large- and medium-sized companies in Slovenia.

Findings

The results obtained in the research confirmed that the senior management possess a strong awareness of the importance of internal communications in managing their organizations. Moreover, many top managers even pointed out that internal communications play a crucial role, and add value to the business performance through more motivated employees and that social media in the context of internal communications are vivid and growing in importance.

Implications

The study provides a starting point for further research in this area. However, the core policy recommendation would mainly be focused on internal communication experts, who must no longer underestimate the urgency of developing communication programs that help employees and senior management start working with social media successfully.

Originality/value

The research presents a new — senior management view on the role of social media in internal communications.

Details

Social Media in Human Resources Management
Type: Book
ISBN: 978-1-78190-901-0

Keywords

To view the access options for this content please click here
Article
Publication date: 13 March 2017

Laura Zizka

This paper aims to discuss how the hospitality industry is communicating corporate social responsibility (CSR) to its stakeholders, the premise being CSR communication…

Downloads
1952

Abstract

Purpose

This paper aims to discuss how the hospitality industry is communicating corporate social responsibility (CSR) to its stakeholders, the premise being CSR communication through social media platforms will increase stakeholder engagement.

Design/methodology/approach

This paper is developed based on Schwartz and Carroll’s three-domain approach to CSR motivation, stakeholder theory and a synthesis of previous literature of CSR communication in the hospitality industry.

Findings

Successful communication through social media is based on two-way participative dialogue. Companies, especially the hospitality industry, have used social media to communicate information through social media in a one-way direction, that of giving information. One example is the communication of CSR actions and intentions as found on hospitality websites, intranets and social media platforms. While previous studies have shown a link between CSR communication through social media and corporate reputation, few studies have examined CSR communication through social media and its effects on specific stakeholder groups.

Research limitations/implications

Rather than assuming that CSR communication can be done successfully through a “one-size-fits-all” social media discourse, this paper suggests the need for specific messages and potentially different communication channels to increase engagement from each of the various stakeholders in the hospitality industry.

Originality/value

This is one of the first papers which tries to address how one communication channel, social media, can affect CSR communication and increase stakeholder engagement in the hospitality industry. This paper provides discussion on the usefulness of social media to communicate CSR messages and posits the need for future research projects on a macro and micro level.

Details

Journal of Hospitality and Tourism Technology, vol. 8 no. 1
Type: Research Article
ISSN: 1757-9880

Keywords

1 – 10 of over 4000