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Social Media Maturity - an academic perspective
Social Media Maturity - an academic perspective
Social Media Maturity - an academic perspective
Social Media Maturity - an academic perspective
Social Media Maturity - an academic perspective
Social Media Maturity - an academic perspective
Social Media Maturity - an academic perspective
Social Media Maturity - an academic perspective
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Social Media Maturity - an academic perspective

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  • 1. - Research paper presentation –Towards a Maturity Model for the Adoption of Social Media (SoMe)as a Means of Organizational InnovationTobias Lehmkuhl, Ulrike Baumöl, Reinhard JungTobias LehmkuhlUniversity of St. Gallen, Switzerland(HICSS 46th) 2013/01/10
  • 2. Research progressPublic hype of Social Media but rather low business maturityHICSS 2013 - Page• Social Media hype• Organizations uncertain• “Best practice“ cases• Single adoption aspects• Literature review• Workshop• Interviews• “Envision the future”• Redesign• RefocusMarket perceptionState-of-researchModel development TestingRefine• Acquire researchpartnerDeploy & MaintainAccomplished Next steps• Innovation focus• Explore SoMe adoptionResearch/biz. needHICSS 2013 - Page 2
  • 3. Major conceptsMaturity models support corporate wide SoMe assessmentHICSS 2013 - Page 3Designscience research• Theoretical artifact…. to extend existing capabilitylimitations…. to solve a practical problemMethodologicallayerMaturitymodelsBusinessEngineering• Assess status-quoof business operations• Structure guidance towardsprofessionalization• Comprehensive approachtowards business trans-formation• Emphasizes innovations astrigger of transformingConceptuallayerDimensionlayer
  • 4. Lesson learnt IBusiness Engineering as underlying concept valuable for practiceInnovation andother enablerBusiness TransformationLeadershipBehaviorPowerCultureBusiness strategyProcessesICT - SystemsPosition SoMe asbusiness innovation, toget Top Mgmt. attentionGovernanceHICSS 2013 - Page 4
  • 5. Lessons learnt IISub-dimensions could be assessed partiallyHICSS 2013 - Page 5Dimensions Sub-dimensionsStrategy Strategic objectives in placeAcknowledged as competition factorChannels alignedGovernance Performance assessment implementedBudget management in placeContent ownership definedPlatform ownership definedProcesses andOrganizationConsumer processes implementedDialog processes implementedCrisis mgmt. processes implementedStakeholder concept in placeSystems Infrastructure operationalData analysis implementedSoft factors Top-Management involvedEmployee access grantedEmployee usage accomplishedStructural SoMe guidance offeredKey success factorSub-dimensionsfully acknowledged1 2 3 4 51 2 3 4 51 2 3 4 51 2 3 4 5Maturity level……………Add: SoMe understoodas means for involvement
  • 6. Additional insightsWe see the beginning of professionalizing SoMe managementHICSS 2013 - Page 6 2 years of trial & error (rather low maturity) beforeprofessionalizing SoMe management Focus on project based learning (processes) not on«administration» tasks (governance) Clarify understanding of SoMe before assessing maturity Push perception of SoMe towards business modelinnovation Measureable benefits are key to maintain efforts(Top Mgmt. involvement) in reaching maturity
  • 7. Research outlook & points for discussionWe need specification & application in comparable settingsHICSS 2013 - Page 7Refine Theoretical grounding of sub-dimensionsReconsider Maturity dimensions: Highest degree of maturity very visionary Need to account for heterogeneity towards maturityRefocus Specify model towards Social CRM Questionnaire based self assessment (possibly)
  • 8. Contact detailsThanks for your attention and cooperationHICSS 2013 - Page 8Tobias LehmkuhlResearch AssistantChair of Business Engineering (Prof. Dr. Reinhard Jung)Mueller-Friedberg-Strasse 8, 9000 St. Gallen, SwitzerlandPhone +41 71 224 3879Fax +41 71 224 2189tobias.lehmkuhl@unisg.ch@TobLehmkuhlTobias Lehmkuhl

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