The challenges of introducing internal social media – the coordinators’ roles and perceptions

Madsen, Vibeke Thøis

doi:10.1108/jcom-04-2016-0027

Cited by 23 publications

(38 citation statements)

References 35 publications

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“…Internal social media [41] Corporate social media [42] Enterprise social media (ESM) [6] [10] [11] [25] Enterprise social networking (ESN)*…”

Section: Appendixmentioning

confidence: 99%

Understanding the Impact of Knowledge Sharing through Enterprise Social Networking (ESN) on Service Innovation

Rahman¹

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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As the service sector has grown significantly in recent years, researchers are paying increasing attention to the co-creation and the application of knowledge in the service innovation. Knowledge sharing maybe a key driver of service innovation, as it encourages decisions to apply knowledge into products, services and organizational designs. The emergence of social media technologies, especially enterprise social networking (ESN), has made knowledge sharing easier, but has also led to some negative outcomes. These negative outcomes are low productivity, interpersonal conflict and possibility of leaking out sensitive information. The purpose of this study is to understand how knowledge sharing through ESN can influence innovation in the service industry, and how the strength of this relationship is affected by the governance of ESN. The paper puts forward a conceptual model and explains how it will be examined used mixed methods. We report on on-going data collection and emergent findings on our preliminary data acquired from interviews. The study will help managers understand how ESN can be used to support innovation in the service industry.

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“…Internal social media [41] Corporate social media [42] Enterprise social media (ESM) [6] [10] [11] [25] Enterprise social networking (ESN)*…”

Section: Appendixmentioning

confidence: 99%

Understanding the Impact of Knowledge Sharing through Enterprise Social Networking (ESN) on Service Innovation

Rahman¹

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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“…Several studies has found that many organizations experience challenges when they introduce ISM (e.g. Madsen, 2017; Sievert and Scholz, 2017), and that each organization interpret and use ISM in their own way depending on the organizational context (Madsen, 2017). A change in internal communication thus requires a willingness from top managers to expose themselves and the organization to criticism as well as to engage in constructive dialogue.…”

Section: Discussionmentioning

confidence: 99%

“…Recently, several studies have explored the challenges of introducing ISM for internal communication (e.g. Madsen, 2017; Sievert and Scholz, 2017), while few studies have explored the actual communication of employees on ISM. One of the first studies of internal communication and social media investigated the effect of social media on the rhetorical practices of employees and senior managers, and it found that social media facilitated multiple voices and the co-production of content (Huang et al , 2013).…”

Section: Brief Literature Review and Theoretical Frameworkmentioning

confidence: 99%

A spiral of voice? When employees speak up on internal social media

Madsen

Johansen

2019

JCOM

Self Cite

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Purpose The purpose of this paper is to explore the discursive tactics that employees use when they speak up on internal social media (ISM) to gain support for their cause, and how this can develop into a “spiral of voice” when organizational members interact with each other on ISM. Design/methodology/approach The study is based on screenshots of four months of coworker communication on ISM in a Danish bank and on semi-structured interviews with 24 employees. Findings Employees succeeded in speaking up and gaining support on ISM by using eight different discursive tactics. These tactics helped move organizational issues from an operational to a strategic level, thus making the issues relevant for management as well as gaining the support of other coworkers. The visibility and persistence of communication on ISM forced managers to react. Research limitations/implications Further research should investigate whether similar tactics and reactions occur in organizations with a less open communication culture where it might be less safe for employees to speak up. Practical implications Organizations need to be aware of the dynamics of the “spiral of voice” and of the way in which the visibility and persistence of communication on ISM forces managers to handle organizational issues. Originality/value This study is the first to explore what happens when employees speak up on ISM and to propose the concept of “a spiral of voice” as an extension of the theory of “the spiral of silence” (Noelle-Neumann, 1974).

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“…A strong commitment from an organization’s leaders is an essential requirement in handling employees’ social media use, as the process of embracing social media at the workplace has to start at the core of an organization’s culture (Dreher, 2014). Without the formal power, communication on ISM is likely to fail (Madsen, 2017).…”

Section: The Strategic Role Of the Communications Directormentioning

confidence: 99%

“…Other authors (e.g. Dreher, 2014; Madsen, 2017; Robson and James, 2013) also highlight the strategic role played by the internal communication manager for achieving success.…”

Section: Introductionmentioning

confidence: 99%

Determining factors of success in internal communication management in Spanish companies

Palomares

Navarro

Lara

2018

Corp Comm: An Int Jnl

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Purpose The purpose of this paper is to explore the factors that influence the success of internal communication in Spanish companies, specifically the importance of the channels used, activities conducted through ISM and the role played by the communication professional. Design/methodology/approach The model employed argues that to obtain success in internal communication, three factors are considered necessary: first, communication professionals must participate in strategic decisions; second, they have to use together social media channel and classical channel to communicate with employees; and finally they must choose which activities they carry out during the use of social media. These elements are developed in the literature review. To research practices of internal digital communications and level of success of internal communication across types of organizations, a quantitative survey between professionals from Spanish companies was conducted. Findings The results revealed that the hierarchical level, participation in the strategic decision process and dedication of the communication practitioner, alongside with the use of face-to-face and online communication channels, and the perceived importance of communication activities conducted through social media platforms are the key factors that influence the quality of internal communication. However, no significant relationship between the level of success and the use of social media channels was found. Research limitations/implications The current study has several limitations that should be noted and addressed in future research. The main limitation lies in the fact that the dependent variable – success in communication – is entirely based on communication professionals’ perceptions. Replication studies can be conducted to cross-validate the results obtained from this study using business outcome metrics to measure the communication effectiveness. A further limitation is related to the sampling procedure. Obtaining a representative sample of communications professionals in Spanish companies poses a number of limitations due to the impossibility of having accurate data on the total population. Practical implications The findings of the current study provide important implications for public relations professionals on what (i.e. the content) and how to (i.e. the channels) communicate within an organization. In general, internal communicators should move from historical roles as information producers and distributors to advisory roles in strategic decision making. Additionally, the implementation and use of ISM should be carefully revaluated. Communication practitioners should examine and address the difficulties involved in choosing the correct channels, devoting the necessary time to their adequate management, analyzing employees’ feedback and improving the engagement. Originality/value The study shows that internal communication practices in Spanish companies are changing. The model used in this research can be applied in an individual organizat...

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The challenges of introducing internal social media – the coordinators’ roles and perceptions

Cited by 23 publications

References 35 publications

Understanding the Impact of Knowledge Sharing through Enterprise Social Networking (ESN) on Service Innovation

Understanding the Impact of Knowledge Sharing through Enterprise Social Networking (ESN) on Service Innovation

A spiral of voice? When employees speak up on internal social media

Determining factors of success in internal communication management in Spanish companies

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