Social Media Content: A Management Framework

Confetto, Maria Giovanna; Siano, Alfonso

doi:10.5539/ijbm.v13n6p84

Cited by 8 publications

(7 citation statements)

References 31 publications

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“…The development of information technology has significantly changed the functioning of contemporary organizations in different areas (Ngai et al., 2015). This applies not only to such spheres of the organization's activities as marketing (Agresta and Bonin, 2010; Berthon et al., 2012), advertising (Okazaki and Taylor, 2013), logistics (Pierce, 2013), sales or banking (Bonsóna et al., 2012; Bonsóna and Flores, 2012) but also in the scope of work organization (Confetto and Siano, 2018; Dreher, 2014) or project management (Delerue and Sicotte, 2017; Harrin, 2012). Thanks to mobile technology and social media (SM), the way of communication between members of project teams and the style of managing them have changed.…”

Section: Introductionmentioning

confidence: 99%

Opportunities and threats presented by social media in project management

Hysa

Spałek

2019

Heliyon

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The application of new technologies is rapidly increasing, not only in private but also in professional spheres, including project management. However, the use of social media (SM) may be both beneficial and dangerous. Therefore, the goal of the article is to investigate in which areas it is possible to use social media in project management and what the opportunities and threats surrounding it are. In order to reach the goal of the article and obtain answers to the research questions, the methods of diagnostic survey and questionnaire technique were used. The research was carried out on a sample of 108 respondents involved in the project's implementation. To complement the obtained data, additional qualitative research using unstructured interviews was conducted. The presented research indicates that managers who work in an Agile or Hybrid way are more likely to use SM than managers who work in a traditional way. A significant dependency between the use of SM and the way the project team works was confirmed, but no age differences were found. Moreover, the results of the study show that social media usually supports project managers and team members in such areas as communication, cooperation, engagement, knowledge management, work productivity, promotion of the project and employee development. Threats concerning the use of social media in project management are noted in relation to the security of the project and loss of sensitive project data. Analysis of the study and interviews resulted in a broad set of principles of SM usage within projects. Future research could provide further confirmation of these findings by using larger samples.

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Section: Introductionmentioning

confidence: 99%

Opportunities and threats presented by social media in project management

Hysa

Spałek

2019

Heliyon

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“…If positively addressed, the viral diffusion of user-generated brand content can increase brand awareness, generate new contacts, stimulate engagement on social networks and ultimately strengthen brand trust and loyalty (Arnhold, 2010;Ashley and Tuten, 2015). Usergenerated branded content should be considered from a cocreative perspective already during the planning of social media content (Confetto and Siano, 2018) and, accordingly, brand hijacking activities can also be regarded as an enrichment and growth opportunity for the brand. Wipperfürth (2005) stressed the possibility of transforming fortuitous brand hijacking into a co-creative activity if the company adopts a strategy aimed at transforming the non-collaborative activity into a collaborative one (collaborative co-creation actions).…”

Section: Implications For Practicementioning

confidence: 99%

“…More studies are needed to examine the activities, techniques and tools used to monitor and manage brand hijacking, especially in terms of reputational damage and brand re-positioning. Exploring different methods for the real-time monitoring of social media and anti-brand communities could help in revealing and anticipating both antibrand sentiments and constructive feedback, which could also help in addressing social media content and brand management decisions (Anker et al, 2015;Confetto, 2015;Klostermann et al, 2018). Monitoring techniques could be developed to support the identification, for example, of doppelganger brand image (Thompson et al, 2006) and related cultural aspects disseminated by potential brand avoiders.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

Redefining brand hijacking from a non-collaborative brand co-creation perspective

Siano

Confetto

Vollero

et al. 2021

JPBM

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Purpose In the democratic digital environment, brand managers frequently deal with the unauthorized use of the brand by third parties. The phenomenon, known as brand hijacking, has been treated in different and sometimes conflicting ways in the academic and professional literature. The aim of this paper is to clarify the meaning of brand hijacking and to shed light on the various motivations and intentions underpinning the phenomenon. Design/methodology/approach A Delphi-based survey among both academic and professional experts was conducted to explore the key features of brand hijacking and expand existing theories. Findings The results of the Delphi survey enable the main brand hijacking actions to be mapped, based on two motivational axes (utilitarian–idealistic and destructive–constructive) and on the various intentions that guide the hijackers. The results help re-define the key elements of brand hijacking, through the lens of non-collaborative brand co-creation. Practical implications Managerial implications are presented in terms of the corporate response to the two main effects of hijacking, namely, brand reputational damage and brand repositioning. Originality/value The paper helps to shed light on the main components of brand hijacking, thus gaining expert consensus in refining the existent conceptualization in relation to a rapidly changing brand management scenario because of the gradual loss by brand managers of their traditional control.

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“…It is because without proper understanding about the factors for managing social content, organizations would face a certain amount of difficulty to generate accurate results based on input from social content. However, the literature has shown that there is a lack of academic research concerning the area of social content management [5], [6]. Research done by [7] revealed that the conceptual aspects of social content management were given less attention as compared to the technological aspect.…”

Section: Introductionmentioning

confidence: 99%

“…Further reviews of the literature showed that the focus of existing frameworks on social content management models or frameworks fail to consider the main attribute of social media interactions, that of value-co-creation. These existing models and frameworks focused more on the value of the social content to organizations [5], [6], [8], and chose not to emphasize on the co-created value [9]. The existing framework also places less emphasis on the production of service innovations based on managed social content [8], [10].…”

Section: Introductionmentioning

confidence: 99%

Developing and Validating an Instrument for Social Content Management

Ahmad

Mukhtar

Yahya

2020

Int. J. Adv. Sci. Eng. Inf. Technol.

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Social content is important for successful innovation of services. To successfully leverage the value of social content, they need to be properly managed. To achieve this, factors that contribute to social content management must be identified and subsequently validated. In this article, eleven factors that impact upon social content management are highlighted. Taking into consideration the fact that social content management is still an evolving field of study, validation of these factors was done by employing the Delphi technique. Research had indicated that there are several different versions of the Delphi technique, and some researchers have criticized the method as non-rigorous. Thus, in this paper, it is highlighted that this issue could be tackled if the questionnaire instrument used to assess the expert's opinion is developed by adhering to a rigid protocol. Embedded in this rigid protocol, are two measures of validity used which are the content validity ratio (CVR), and the mean of CVR, namely the content validity index (CVi). A total of 86 items are submitted for evaluation and based on the CVR value and comments from the content evaluation panel members, all items are acceptable, with minimal adjustments. The CVi measure returned a value of 0.99, which shows that the factors and the whole questionnaire are accepted. The questionnaire with the validated content could be used as an instrument to validate the factors that are affecting the management of social content. It is hoped that the factors would assist the organization in managing the social content effectively.

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Social Media Content: A Management Framework

Cited by 8 publications

References 31 publications

Opportunities and threats presented by social media in project management

Opportunities and threats presented by social media in project management

Redefining brand hijacking from a non-collaborative brand co-creation perspective

Developing and Validating an Instrument for Social Content Management

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