PurposeThe need for accelerating innovation is exacerbated as organizations struggle to either adapt or perish in this unforgiving condition due to the COVID-19 disruption. To address this issue, many organizations have embraced employee-driven participatory innovation to survive and thrive albeit the uncertainties. This study aims to investigate the role of enterprise social media (ESM) in supporting and facilitating these efforts.Design/methodology/approachThis study first identified the underlying mechanisms that allow ESM use to foster and maintain participatory innovation and then reexamined how these mechanisms played out during the COVID-19 lockdown restrictions. The data was collected through a questionnaire in two phases, before and during work-from-home mandates, and the results were analyzed and compared to capture similarities and differences.FindingsThe results revealed that innovation culture and management support mediated the effects of ESM use on three measures of innovation productivity in both conditions. Interestingly, the effect of ESM use was more prominent in driving innovation in the work-from-home condition. This effect was not limited to the direct effect of ESM use on innovation productivity but on innovation culture and management support as well.Originality/valueThe results suggest that ESM offer a potentially useful path to support and enable employees to participate in the innovation processes, especially when they work remotely or in a distributed team. More generally, this paper should be of interest to researchers and practitioners interested in understanding, implementing and evaluating enterprise social software applications and encouraging employee-driven participatory innovation.

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Fast track article for IS&T International Symposium on Electronic Imaging 2021: Image Quality and System Performance XVIII proceedings.

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Sharing platforms are becoming increasingly common, revolutionizing how peers interact and share resources across an array of online applications. While the sharing economy itself is established, less is known about service failures and corresponding recovery strategies that are relevant to it. This research investigates the myriad effects of service failures (and their associated recovery strategies) on customer experience in the digital sharing economy. Findings suggest that different service failure strategies exert differing effects on customer experience, which subsequently affects the behavior towards the service being provided and the service provider. The suggestions given here respond to important implications for research and practitioners by offering new ways to explore and detect service failures and possible recovery strategies.