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Digital Disruption
Published in Johan Ninan, Social Media for Project Management, 2022
Research findings on the antecedents of technology use have changed over time, as technology and its uses have changed. The Technology Acceptance Model (Davis, 1989) shows that perceptions of the technology, as well as external variables, influence attitude towards using technology, and that attitude influences use through intention to use. The Unified Theory of Acceptance and Use of Technology (Venkatesh et al., 2003) includes determinants and moderating factors, classified into four groups: perceptions of the technology (effort expectancy and performance expectancy); characteristics of the individual (gender, age, experience, and voluntariness of use); social influence; and facilitating conditions. Research on collaboration technologies added task characteristics to earlier models (Bok et al., 2012; Brown et al., 2010; Goodhue and Thompson, 1995). In a project setting, Müller (2003) identifies project risk as a determinant of communication preferences. Three categories of factors are identified as influencing the use of enterprise social software platforms—technological, social, and organizational characteristics (Ktigler et al., 2013). Accordingly, four categories of factors are indicated for use of social media in project settings: organizational characteristics, technological characteristics, individual and group characteristics, task, and project characteristics.
Modelling employees’ social networking behaviours on enterprise social media: the influence of enterprise social media visibility
Published in Behaviour & Information Technology, 2022
Rui Miao, Xiao He, Lihua Huang
Enterprise social media (ESM), which is also called as Enterprise social networks, Enterprise social software or Enterprise 2.0, is defined as ‘Web-based platforms that allow workers to (1) communicate messages with specific co-workers or broadcast messages to everyone in the organisation, (2) articulate a list of co-workers with whom they share a connection, (3) post, edit, and sort text and files linked to themselves or others, and (4) view the messages, connections, text, and files communicated, articulated, posted, edited and sorted by anyone else in the organisation at any time of their choosing’ (Leonardi, Huysman, and Steinfield 2013, 2). In contrast to public social media platforms (e.g. Facebook and Twitter), ESM provides a multi-functional and social collaboration platform which consists of communication, task collaboration and work control features to support private information sharing, communication and collaboration within an organisation (Jarrahi and Sawyer 2013; Sun, Zhu, and Jeyaraj 2020). Given the increasing prevalence of ESM platforms, an emerging body of studies have investigated various aspects of ESM, such as adoption (Alqahtani, Watson, and Partridge 2013; Antonius, Xu, and Gao 2015; Chin et al. 2015; Kügler, Smolnik, and Raeth 2012; Wang et al. 2014), usage behaviours (Behrendt, Richter, and Trier 2014; Huang, Singh, and Ghose 2015; Li et al. 2015; Sun and Shang 2014; Sun, Zhu, and Jeyaraj 2020; Van Osch and Steinfield 2016; Van Osch and Steinfield 2018) and the associated benefits (Ali-Hassan, Nevo, and Wade 2015; Kügler, Smolnik, and Kane 2015; Leidner, Gonzalez, and Koch 2018; Riemer, Finke, and Hovorka 2015; Sun et al. 2019; Sun et al. 2020; Wu 2013).
Employee use of public social media: theories, constructs and conceptual frameworks
Published in Behaviour & Information Technology, 2021
Qiang Chen, Junyan Hu, Wei Zhang, Richard Evans, Xiaoyue Ma
Recent research suggests that organisational culture will affect employees’ use of enterprise social media. Treem et al. (2015) emphasised that future research should consider the impact of unique elements of organisational culture on employees’ perceptions and expectations, when discussing how to build the expectation framework for enterprise social media. Waheed et al. (2017) found that culture may affects users’ social networking behaviour based on a systematic analysis of 116 research papers about social networking sites. Nkwe and Cohen (2017) systematically analysed 27 papers which investigated the impact of SNS on psychological and behavioural outcomes in the workplace, establishing how social networking sites affect social support construct, such as self-esteem and sense of belonging of the employees, and whether culture influences this relationship. Specifically, organisational culture affects the preferences of organisations and employees for ICTs. Evidence suggests that organisations that prefer to use email and teleconferencing to communicate prevents employees from adopting and using corporate social media (Chin, Evans, and Choo 2015). Organisational culture positively influences employees’ adoption of enterprise social software by influencing perceived usefulness and ease of use (Antonius, Xu, and Gao 2015). The culture which advocates knowledge sharing within the organisation promotes the use of corporate social media (Vuori and Okkonen 2012). At the effect level, organisational culture gives employees enough time and space to use corporate social media to build and develop new relationships, which helps to strengthen employees’ social capital, thereby improving their innovation performance and routine performance (Ali-Hassan, Nevo, and Wade 2015). Organisational culture may also affect the knowledge exchange quality of corporate social media (Beck, Pahlke, and Seebach 2014).