Barriers and benefits of using social networking sites versus face-to-face meetings for sharing knowledge in professional societies

Busaidi, Kamla Ali Al; Ragsdell, Gillian; Dawson, Ray

doi:10.1504/ijbis.2017.083681

Cited by 3 publications

(1 citation statement)

References 31 publications

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“…Finally, a company's decisions on whether to use SM and how to use these technologies in HRM depend on the availability of specialized HR and IT skills. The lack of awareness of SM benefits and dedicated technical staff have emerged as the main barriers to an effective adoption of SM within the organizations (Al-Busaidi et al, 2017). Furthermore, previous studies have shown that the presence of a structured HR department with dedicated and skilled HR professionals can facilitate the adoption of IT and usually leads to the longterm success of e-HRM (Parry and Tyson, 2011).…”

Section: Consequences and Drivers Of Social E-hrmmentioning

confidence: 99%

Exploring types, drivers and outcomes of social e-HRM

Martini

Cavenago

Marafioti

2020

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PurposeThis paper explores the use of social media (SM) in Human Resource Management (HRM). Building on the configurational approach, the study investigates the existence of different configurations of social e-HRM, their consequences for the organizations and their predictors.Design/methodology/approachThis empirical study draws on a survey administered to HR directors of 176 companies operating in Italy. Two-step cluster analysis, test for variance and logistic regressions were employed for data analysis.FindingsThree social e-HRM configurations emerged – non-use, relational use and extended relational use – which distinguish different goals for using SM in HRM. The three configurations lead to similar outcomes for organizations, even if SM users, in general, enjoy greater success than non-users. Certain structural, strategic and HRM factors are systematically and variously associated with each configuration.Research limitations/implicationsThe study is based on cross-sectional research, and thus it is difficult to identify causal links between the variables. The study also relies on data collected in a specific national context, which limits the generalizability of the results.Practical implicationsThe study suggests that different and equally effective social e-HRM configurations exist and that their presence is predicted by specific structural, strategic and HRM factors.Originality/valueThe study contributes to an emerging and still scarce literature on types, drivers and outcomes of SM use in HRM.

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Section: Consequences and Drivers Of Social E-hrmmentioning

confidence: 99%