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Social media governance and business

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Social media governance and business

  1. 1. EXPLORING HOW PARTICIPANTS ADDRESS CHALLENGES IN SHARING KNOWLEDGE IN ONLINE COMMUNITIES Michael Ling July 2014 How social media governance impacts social businesses 1
  2. 2. Prepared by Michael Ling The Rationale 2
  3. 3. Prepared by Michael Ling3 Web 2.0  Web 2.0 is the technologies that allow contents to be generated and published online by users (Hamel, 2012). Social Media  A group of Internet-based applications that build on the ideological and technological foundations of Web 2.0 (Kaplan, 2010). Social Business/Enterprise 2.0  The use of social media to drive strategic business outcomes (Hinchcliffe & Kim, 2012). Online Communities  A network consists of employees, customers, suppliers and the public who can interact and collaborate virtually around a topic, a discipline or a body of knowledge using social media. Terms of Reference The Rationale
  4. 4. Prepared by Michael Ling Enterprise 2.0 4 Social Media Marketing Social Product Development Social Business Ecosystem Social HR Social Workforce Engagement Social CRM System Organization boundary The Rationale
  5. 5. Prepared by Michael Ling When a social business reaches out … 5 Social Media Marketing Social Product Development Social Business Ecosystem Social HR Social Workforce Engagement Social CRM System Organization boundary The Rationale
  6. 6. Prepared by Michael Ling … a consequence is formation of communities 6 Social Media Marketing Social Product Development Social Business Ecosystem Social HR Social Workforce Engagement Social CRM System Organization boundary Online Communities The Rationale
  7. 7. Prepared by Michael Ling Social Business is a fast growing phenomenon  Web 2.0  Value creation  Communities of Practice 7 The Rationale  93% of corporate Facebook pages is updated weekly  79% of corporate accounts engages on Twitter  70% of corporate pages is responding to comments on their walls  Average no. of corporate Facebook page communities has been increased by 275% since 2010 Fortune Global 100
  8. 8. Prepared by Michael Ling Here, we focus on online communities  Groups of people who share a concern or a passion about a topic and who deepen their knowledge through interactions (Wenger et al. 2002)  Joint enterprise; mutual engagement; shared repertoire (Wenger,1991).  Drive strategy, generate new lines of business, solve problems, promote the spread of best practices, develop people’s professional skills and help companies recruit and retain talent (Wenger & Snyder, 2000) 8 The Rationale
  9. 9. Prepared by Michael Ling … whose characteristics are  Built on social relationships  Membership is voluntary  Structure is self-organizing  Form is emerging 9 The Rationale
  10. 10. Prepared by Michael Ling … where participants are empowered Online Communities of Practice  Social relationships  Voluntary  Self-organizing  Emerging 10 The Rationale Participants  Empowerment  Making conversations  Sharing knowledge  Socializing  Emotional Social communities Participants Employees Customers Suppliers Partners Public
  11. 11. Prepared by Michael Ling … but it might subject an organization to risks Online Communities of Practice  Social relationships  Voluntary  Self-organizing  Emerging 11 The Rationale Participants  Empowerment  Conversations  Knowledge Sharing  Socializing  Emotional Social Business  Expect value creation  Losing control  Mitigate risk exposure  Governance Social Media Marketing Social Product Development Social Business Ecosystem Social HR Social Workforce Engagement Social CRM System Social communities Participants Employees Customers Suppliers Partners Public
  12. 12. Prepared by Michael Ling Risks such as… 12  PRIVACY: MI6’s chief John Sawers’s cover blown by wife on Facebook.  IRRESPONSIBLE BEHAVIOR: Stephanie Rice lost Jaguar’s sponsorship for blurting an anti-gay slur in Twitter.  DEROGATORY BEHAVIOR: An employee was dismissed for having posted a blog on her MySpace page that criticized her employer and refusing to remove it. The Rationale
  13. 13. Prepared by Michael Ling13 The Rationale It is about Risks & Return 13  Governance is needed to mitigate risk exposure in social media.  Lacking knowledge to understand employees’ reaction to governance and the impact on their knowledge sharing behavior.  Value created in online communities through knowledge sharing by employees is critical.  Expect a return from its investment in social business. The business conundrum
  14. 14. Prepared by Michael Ling14 How should we tackle this?
  15. 15. Prepared by Michael Ling From the Social Media Governance perspective Online Communities of Practice  Social relationships  Voluntary  Self-organizing  Emerging 15 The Rationale Employees  Empowerment  Conversations  Knowledge Sharing  Socializing  Emotional Social Business  Expect value creation  Losing control  Mitigate risk exposure  Governance Research focus Social communities Stakeholders Employees Customers Suppliers Partners Public Social Media Marketing Social Product Development Social Business Ecosystem Social HR Social Workforce Engagement Social CRM System
  16. 16. Prepared by Michael Ling Governance is an old concept…  An age-old legal concept  Protecting the organization’s confidential data  Protecting employee’s privacy  A respectful workplace  Defamation, reputation and harassment  Becoming a critical issue  Casualness and massive potential of lapses in judgement  Workplace legally required to be safe and harassment free.  Disrespectful or derogatory comments may hold an organization liable. 16 Social media contextualize its significance The Rationale
  17. 17. Prepared by Michael Ling … but it’s extremely under-researched  Organizations should “guide employee use, rather than developing extensive formal rules that restrict it” (KPMG, 2011).  Only 20 percent of firms in Australasia has an overarching social media policy (Macnamara & Zerfass, 2012).  Social media governance consists of four aspects in an organization (Fink & Zerfass, 2010; Verhoeven et al., 2011):-  Social media guidelines;  Tools for monitoring stakeholders’ communications;  Training programs;  KPIs that measure social web activities. 17 A paucity of research on social media governance (Zerfass et al., 2011) The Rationale
  18. 18. Prepared by Michael Ling To explore it by selecting case studies and …  First, check if a universal framework is possible; otherwise, regional model.  Focus on 4 regions: ANZ, Western Europe, North America and Greater China.  ANZ is a good proxy for North America and Western Europe.  Greater China is culturally and politically different from the western, which needs to take into account. 18 The Case Organization
  19. 19. Prepared by Michael Ling … by asking the right questions  How do participants perceive and feel about social media policies? What are their expectations and experiences in dealing with these policies?  How do the social policies affect their motivations to participate and share knowledge?  Managerial implications - what should the framework of governance be? 19 The Rationale

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