Social Media resourcing of an entrepreneurial firm network: Collaborative mobilisation processes

Drummond, Conor; O’Toole, Thomas; McGrath, Helen

doi:10.1016/j.jbusres.2022.02.046

Cited by 9 publications

(10 citation statements)

References 94 publications

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“…Collaborating within networks as part of the identity development process is defined as the means through which entrepreneurs use SM to engage in collaborative activities with network members to become known and gain a favourable position within a network. SM has developed into a platform for collaboration (Jussila et al , 2014) creating opportunities for the development of new ideas and products through interaction processes (Drummond et al , 2022). Our findings support this literature where the entrepreneurs collaborated with other network members through joint promotions, cross-brand complementarities and reciprocal testimonials, as a means of enhancing their identity within the network.…”

Section: Discussionmentioning

confidence: 99%

“…It is clear from our data that although these processes are distinct, they are highly interrelated. Indeed, their interrelatedness reflect in part the multifaceted nature of SM whereby SM activities are often initiated to serve multiple firm objectives simultaneously (Drummond et al , 2022).…”

Section: Discussionmentioning

confidence: 99%

“…We provide definitions for each process and show how they are situated within the extant literature, ultimately leading to the development of identity for entrepreneurial firms. In doing so, we contribute to recent entrepreneurial-based process literature using SM in a B2B context (Drummond et al , 2022) responding to recent scholarly calls to connect and converge identity related gaps in B2B, entrepreneurship and SM settings (Baraldi et al , 2020; Laari-Salmela et al , 2019; Iglesias et al , 2020). The processes also serve to highlight the important role of ethical and virtuous business practices and approaches embedded and prevalent in the application of these processes.…”

Section: Discussionmentioning

confidence: 99%

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Organisational identity development by entrepreneurial firms using social media: a process-based model

Badren

Tanner

Alton

2023

JBIM

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Purpose This paper aims to explore how entrepreneurs use social media (SM) to develop their organisational identity within business networks. Design/methodology/approach A single embedded case study was used comprising a case firm entrepreneur and eight connected network actors within an artisan food context in Ireland. Data was collected using an in-depth interview complemented with content analysis of networked firms’ Facebook posts (N = 1,652) over a three-year period. Findings This paper identifies four common network processes through which entrepreneurs can leverage SM to develop their organisational identity within networks. The processes are network relating, collaborating within networks, interacting with trends and connecting with community. Research limitations/implications Findings are limited to the Irish artisan food sector and explore identity development through a single SM platform. The applicability and variation of use of the processes across industries would serve to further refine the processes identified. Practical implications Practically, the four processes through which identity within a network can be developed using SM can help entrepreneurs to access and position themselves within business networks, gain access to resources and overcome the classic limitations of newness and smallness. Originality/value This paper provides a conceptual framework illustrating the processes involved in developing entrepreneurial organisational identity within business networks using SM. This paper adds to a growing literature that places interaction at the heart of identity development and responds to calls to further understanding of the process of identity development for entrepreneurial ventures.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

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Organisational identity development by entrepreneurial firms using social media: a process-based model

Badren

Tanner

Alton

2023

JBIM

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“…SM facilitates collaborations helping to generate close, effective inter-organisational relationships with suppliers, business partners, competitors and institutions (Andersson and Wikström, 2017;Drummond et al, 2022;Gruner and Power, 2018). These Figure 1 Conceptual model network actors provide access to and exchange intellectual capital and other complementary resources, helping overcome B2B SME resource constraints and providing opportunities to realise the value (Drummond et al, 2020;Pérez-Gonz alez et al, 2017;Scuotto et al, 2017).…”

Section: Roberts Et Al (2016)mentioning

confidence: 99%

“…Relative to traditional marketing, SMM is, in principle, more efficient and effective for B2B small and medium-sized enterprises (SMEs)businesses with fewer than 200 workers (ABS, 2001)in particular (Brink, 2017;Iankova et al, 2019), based on its speed, low cost and broad geographic reach (Shen et al, 2020). Given the relational nature of B2Bs (Iankova et al, 2019;Salo, 2017) and the immediacy and availability of online social networks (Itani et al, 2017), particularly platforms such as LinkedIn (Sundström et al, 2020), SMM is advantageous to B2Bs, as it facilitates connections, communications and virtual collaborations (Drummond et al, 2022). SMM can also augment existing communications and relationships with trading partners and other stakeholders (Lacka and Chong, 2016), strengthening opportunities to co-create value and increase enterprise value in the post-COVID-19 era (Fready et al, 2022;B.…”

Section: Introductionmentioning

confidence: 99%

How and when does internal and external social media use for marketing impact B2B SME performance?

Zubielqui

Jones

2022

JBIM

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Purpose Despite its potential as a new source of competitive advantage, the performance implications of social media (SM) marketing (SMM) are not well understood. This study aims to investigate how and when SMM matters to firm performance, analysing the mediating role of product innovation (PI) and moderating the role of marketing innovation (MI) in business to business (B2B) small- and medium-sized enterprises (SMEs). Design/methodology/approach This paper used structural equation modelling analysis in STATA, using the Australian bureau of statistics data set of 4,956 SMEs which operate in the B2B environment. Findings The results reveal differential moderating effects of MI on the direct SMM–performance relationship. MI positively moderates internal SMM and SM use for promotion and branding on firm performance. MI also negatively moderates SM use for customer communication on firm performance, underscoring SMM constituting a double-edged sword. The indirect effects of internal SM use and SM use for promotion and branding, and customer involvement in new product development on performance via PI are significant when MI is absent. Practical implications Hence, B2B SMEs benefit from PI and existing SMM but do not benefit from dual PI and new MI. Originality/value By disaggregating SMM and explicating the mediating mechanism and moderating effects of MI, this study reveals how and under what conditions SMM matters to firm performance in B2B SMEs.

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Collaborative entrepreneurship and social innovation performance: Effects of institutional support and social legitimacy

Adomako,

Nguyen

2024

Corp Soc Responsibility Env

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To date, our understanding of how collaborative entrepreneurship influences social innovation performance is limited. In this article, we developed and tested a model that examines the effect of collaborative entrepreneurship on social innovation performance and introduced two boundary conditions of this relationship. Time‐lag data collected from 261 entrepreneurial firms in Vietnam yielded the following results. First, collaborative entrepreneurship positively influences social innovation. Second, institutional support boosts the effect of collaborative entrepreneurship on social innovation performance. Finally, the effect of collaborative entrepreneurship on social innovation performance is contingent on social legitimacy such that at high levels of social legitimacy, the effect of collaborative entrepreneurship on social innovation performance is amplified. These findings contribute to the collaborative entrepreneurship and social innovation literature and offer implications for practice.

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Social Media resourcing of an entrepreneurial firm network: Collaborative mobilisation processes

Cited by 9 publications

References 94 publications

Organisational identity development by entrepreneurial firms using social media: a process-based model

Organisational identity development by entrepreneurial firms using social media: a process-based model

How and when does internal and external social media use for marketing impact B2B SME performance?

Collaborative entrepreneurship and social innovation performance: Effects of institutional support and social legitimacy

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