Public Sector Adoption of Social Media

Sharif, Mohd Hisham Mohd; Troshani, Indrit; Davidson, Roger

doi:10.1080/08874417.2015.11645787

Cited by 65 publications

(80 citation statements)

References 46 publications

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“…Theories like the technology acceptance model [18][19][20] are focused on individual level adoption, while technology assimilation models [15,20,21] were studied for organizational level adoption. These models in general assume that the innovation process starts with some early exploration by an individual or a unit and, based on its demonstrated success, gets diffused to others in the organization.…”

Section: Adoption Of DL Practice As An Orga-nizational Innovationmentioning

confidence: 99%

Digital leadership in action in a hospital through a real time dashboard system implementation and experience

Weiner

Tanniru

Khuntia

et al. 2016

JHA

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Background: Regulatory and competitive pressures and the need for cross-organizational data sharing are demanding that hospital leaders create a data-driven decision making culture to improve performance. Using an innovation assimilation strategy framework, this paper describes how a hospital used its implementation of a Real Time Dashboard System (rtDashboard) to improve performance, change its organizational culture and put it on a path towards digital leadership (DL). Objective: Implement an rtDashboard system that can support a data-driven decision making culture for performance improvement while engaging business and information technology (IT) leaders in DL practice. Results: The rtDashboard contributed significantly to monitoring hospital performance and influenced change in unit level decision making that was aligned with hospital goals. The rtDashboard implementation not only provided substantial performance improvement and quality benchmarking, but also changed the responsibility and accountability culture and helped the hospital put in practice DL principles to support future innovations. Conclusions: DL through rtDashboard is a demonstration of how a hospital can seek and strive for excellence. As much as dashboards are pivotal to organizational performance monitoring at the senior leadership level, the process used to diffuse it to every operational unit in support of a data-driven decision making culture showcases how hospital executives and IT leaders can work together to continually align and re-align their strategies to reach organizational goals -the core of DL practice.

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Section: Adoption Of DL Practice As An Orga-nizational Innovationmentioning

confidence: 99%

Digital leadership in action in a hospital through a real time dashboard system implementation and experience

Weiner

Tanniru

Khuntia

et al. 2016

JHA

View full text Add to dashboard Cite

show abstract

“…The outcome of the utilities stakeholder engagement on Facebook might be affected by a variety of factors, such as the company's specification (Sharif et al 2015;Nah and Saxton 2012), the communication interactivity (Bauer et al 2012) and the resources spent (Picazo-Vela et al 2012). The proposed interdependencies of the factors are summarized in Fig.…”

Section: Factors Influencing the Outcome Of Stakeholder Engagement Onmentioning

confidence: 99%

“…In comparison to the one-way communication of traditional media, Facebook's special strength seems to lie in two-sided interaction, enabling the company to collect stakeholder information, increase stakeholder engagement (Sharif et al 2015;Agostino 2013;Hofmann et al 2013;Mergel 2013) and strengthen stakeholder relationship (Kim et al 2014;Yi et al 2013;Waters et al 2009). The communication interactivity might be affected by the company's specifications (Sharif et al 2015;Mergel 2012) and the available resources (Picazo-Vela et al…”

Section: Company Specificationsmentioning

confidence: 99%

“…Another aspect of the company's specifications is ownership structure. Sharif et al (2015) emphasizes the fundamental differences between public sector organizations and private sector firms. To be more precise, public organizations and private firms seem to have different cultural environments for an adoption of social media communication which might strongly impact stakeholder interactivity on Facebook and its outcomes (Sharif et al 2015;Mergel 2012).…”

Section: Company Specificationsmentioning

confidence: 99%

“…Similarly, the use of social media in the public sector, especially in government agencies, is progressively focused (Manetti et al 2016;Oliveira and Welch 2013;Mossberger et al 2013;Bonsón et al 2012). However, the public management literature on social media can still seen to be in its infancy (Sharif et al 2015;Agostino 2013;Criado et al 2013). Only a minority of studies emphasizes the application of social media by public organisations such as utility companies (Martin and Grueb 2016).…”

Section: Introductionmentioning

confidence: 99%

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When Public Utilities Like to Talk on Facebook

Martin

2017

Z Energiewirtsch

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As the leading social media tool, Facebook is increasingly becoming an important channel for twosided stakeholder communication in the energy sector. Even though public utilities more and more all relying on such virtual communication, little is known regarding the communication-related factors and their interdependencies. This study aims to reduce this research gap by analysing correlations between a public utility's specifications, communication interactivity, the resources spent and the outcome of the Facebook conversation. In 2016, an online questionnaire was sent to German, Austrian and Swiss utility companies. The empirical data of the 139 utilities that responded fully support relationships between the communication interactivity and the invested resources as well as the outcomes of a communication. In this way, the results provide new insights for scholars and practitioners into the Facebook conversations of public entities.

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Benefits and harms of patient stories on social media from the perspective of healthcare providers and administrators in Ontario

Zakkar

Janes

Meyer

2021

Health Planning & Management

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There has been a growing use of social media by patients to share their healthcare experiences and produce information that can be helpful to other patients seeking healthcare services. These stories can reveal issues in healthcare quality. However, faced with the inherent risks of social media, healthcare providers have been skeptical about the value of these stories, and many healthcare systems have adopted restrictive and protective policies to control the use of social media by healthcare providers. This study explores healthcare providers' and administrators' perspectives on patient stories on social media and whether they can use the stories to evaluate healthcare experiences. Semi-structured interviews (n = 21) were conducted with healthcare providers and administrators, including physicians, nurses, and quality managers in Ontario, Canada, between April 2018 and May 2019. Inductive and data-driven thematic analysis was used to analyze the data. Several barriers prevent healthcare providers from realizing the benefits of social media, including concerns about the quality of patients' feedback, the professional codes of conduct, and the time and effort required to process these stories. The study findings suggest that cultural changes in the healthcare system might be required to foster the use of social media for healthcare quality improvement and enable the development of a safe patient-provider communication environment that facilitates the exchange of constructive feedback between the two parties without the

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Public Sector Adoption of Social Media

Cited by 65 publications

References 46 publications

Digital leadership in action in a hospital through a real time dashboard system implementation and experience

Digital leadership in action in a hospital through a real time dashboard system implementation and experience

When Public Utilities Like to Talk on Facebook

Benefits and harms of patient stories on social media from the perspective of healthcare providers and administrators in Ontario

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