An Empirical Analysis on Social Capital and Enterprise 2.0 Participation in a Research Institute

Ferron, Michela; Frassoni, Marco; Massa, Paolo; Napolitano, Maurizio; Setti, Davide

doi:10.1109/asonam.2010.68

Cited by 3 publications

(1 citation statement)

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“…Steinfield et al () studied the relationship between the enterprise social networking use in IBM and employees' perceived level of SC, and found that the visibility and tractability of social networking interactions at work had a positive effect on the density and tie‐reciprocity indicators of SC. Ferron, Frassoni, Massa, Napolitano, and Setti () studied employees at a research institute in which ESNS had been rolled out for some but not all employees. Their survey found that those who had access to ESNS (about 1/3 of the organization) reported greater SC than those who did not have such access.…”

Section: Leveraging Social Network: Social Capital Theoriesmentioning

confidence: 99%

Location, Motivation, and Social Capitalization via Enterprise Social Networking

Fulk

Yuan

2013

J Comput-Mediat Comm

177

126

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This article conceptualizes how the affordances of enterprise social networking systems can help reduce three challenges in sharing organizational knowledge. These challenges include location of expertise, motivation to share knowledge, and social capitalization in the form of developing and maintaining social ties with knowledge providers to actualize knowledge sharing. Building on previous theories and empirical research on transactive memory theory, public goods theory, and social capital theories, as well as recent research on enterprise social media, we argue that the affordances of enterprise social networking systems can better address these knowledge sharing challenges than those of conventional knowledge management systems in that social networking applications can blend connective and communal sharing of knowledge.Key words: enterprise social networking, social media, knowledge sharing, transactive memory, information public goods, social capital. doi:10.1111/jcc4.12033Today's economy runs on knowledge, and most companies work assiduously to capitalize on that fact. -Wenger & Snyder, 2000, p. 139 A key challenge for contemporary organizations is connecting and sharing knowledge that is distributed throughout the organization by linking people to each other and to knowledge content (Orlikowski, 2002). Organizations have developed conventional knowledge management (KM) systems to coordinate knowledge movement in the organization and leverage the organization's knowledge resources. Conventional KM systems rely on a variety of technologies, including data warehousing, decision support systems, project management systems, expert systems, expert directories, intranets and extranets, and groupware. In the wake of the relatively limited success of such formal systems for what is essentially an informal, interpersonal process (Hinds & Pfeffer, 2003;LaMonica, 2006), organizations are increasingly experimenting with a variety of enterprise social media (ESM) tools as potential solutions to the problems of knowledge coordination (Yehuda, McNabb, Young, Burnes, & Reiss-Davis, 2008). ESM are enterprisewide ''Internet-based technologies that allows users to easily create, edit, evaluate and/or link to content or to other creators of content (c.f., Kaplan & Haenlein, 2010) '' (Majchrzak, Faraj, Kane, & Azad, 2013), and include such applications as wikis, blogs, social tagging systems, social bookmarking systems, microblogs, and enterprise social networking (ESNS) systems.In this article we focus specifically on ESNS, for two reasons. First, ESNS are increasingly part of companies' arsenal for achieving knowledge management goals (Brown, Schadler, & Catino, 2008;Cheung & Lee, 2010;Leidner, Koch, & Gonzalez, 2010). Second, the networking aspect of the applications directly addresses the need for connecting knowledge users to each other and to knowledge content. Networking highlights that knowledge sharing is as much as an interpersonal as a technological process. Social network systems (SNS) are ''web-based services ...

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Section: Leveraging Social Network: Social Capital Theoriesmentioning

confidence: 99%