Leveraging Social Media in an Organizational Context – Challenges and Benefits
Social mediainorg 2014
Oct 21, 2014
Slides from #SMWCPH event Leveraging Social Media in an Organizational Context: Challenges and Benefits. #smwcbscompete. For more information on the slides, please contact Professor Liana Razmerita at Copehagen Business School (on Twitter: @lrazmerita)
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Leveraging Social Media in an Organizational Context– Challenges and Benefits
SPEAKERS
Liana Razmerita, Associate Professor, PhD, Copenhagen Business School
Pia Nielsen, Research Assistant, IBC, Copenhagen Business School
Kathrin Kirchner, Post-doctoral Researcher, University Hospital Jena, Germany
Ravi Vatrapu, Professor, Ph.D, ITM, Copenhagen Business School
Michael Dean, Marketing Director, Podio
Daniel Horn, Entrepreneur, Phases
AGENDA
9:00-9:05 Welcome and Introduction
9:05-10:05 Speakers’ presentations
10:05-10:30 Open discussion with experts, companies and the audience
TOPICS OF THE WORKSHOP
What are the benefits?
How do social media strengthen the competitiveness of Danish firms?
What are the challenges?
Are cultural differences significant in the adoption of social media?
“The most valuable asset of the 20th century company was its productionequipment. The most valuable asset of the 21st-century institution (whetherbusiness or non-business) will be its knowledge workers and theirproductivity.”
Drucker, P., Knowledge Worker Productivity: The Biggest Challenge (1999)
Liana Razmerita, [email protected]
SOCIAL MEDIA IN ORGANIZATIONSEnterprise 2.0 , Enterprise Social Software (ESS), Social Software-based Knowledge Management (KM), KM2.0, Social Business.
Recent studies pinpont the potential benefits and risks:Consultancy reports: (Semantic 2011; Bughin et al. 2011; Li et al. 2012; DanskErhverv 2012).
Informal collaboration (Brzozowski et al. 2009; Skeels and Grudin 2009) knowledge conversion and team performance (Janhonen and Johanson 2011), collaboration and communication (Andriole 2010; Huang et al. 2012); user belief in adoption (Lee et al. 2010) new forms of elicitation and externalization of personal knowledge (Razmerita et al. 2009), articulation personal-collective (Razmerita et al., 2014)
Liana Razmerita, [email protected]
LEVERAGING PERSONAL AND COLLECTIVE KNOWLEDGE
Controlled by Level of interaction
Low High
Individuals Blogs, Mblogs Social Networks
Collective Content communities Wikis
Level of interaction and control in social media (Razmerita, Kirchner & Nabeth, 2014)
The ‘network effect’ is critical for the adoption of social media.
SOCIAL MEDIA IN ORGANIZATIONS
ContextProcessesStructureCulture
Social Media
Purpose?
8
Liana Razmerita, [email protected]
MOTIVATION AND KNOWLEDGE SHARING THROUGH
SOCIAL MEDIA IN DANISH ORGANIZATIONS
Pia Nielsen
Pia Nielsen, [email protected]
ENTERPRISE SOCIAL PLATFORMS
McKinsey (2012)
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Pia Nielsen, [email protected]
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FACTORS THAT AFFECT EMPLOYEES’ KNOWLEDGE SHARING
Based on previous studies: Paroutis & Al Saleh
(2009), Lin (2007) and Kirchner, Razmerita &
Sudzina (2008)
Pia Nielsen, [email protected]
SURVEY
WHERE: Denmark
PARTICIPANTS: 114 employees / Male: 58% - Female: 42%
INDUSTRY SECTORS: Telecommunications, media and
marketing, banking and financial services and shipping and
logistics
Pia Nielsen, [email protected]
SOCIAL MEDIA –challenges
LOW ADOPTION RATE AND USE OF SOCIAL MEDIA PLATFORMS
Pia Nielsen, [email protected]
1. Email 91%
2. Face-to-face meetings 79%
3. Chat 41%
4. Intranet 27%
1. Email 91%
2. Face-to-face meetings 79%
3. Chat 41%
4. Intranet 27%
TRADITIONAL COMMUNICATION CHANNELSTRADITIONAL COMMUNICATION CHANNELS SOCIAL MEDIA PLATFORMSSOCIAL MEDIA PLATFORMS
1. Google docs 24%
2. Social networks
Chatter 14%
Yammer 14%
Podio 14%
3. Wikis 14%
4. Blogs 4%
1. Google docs 24%
2. Social networks
Chatter 14%
Yammer 14%
Podio 14%
3. Wikis 14%
4. Blogs 4%VS
KNOWLEDGE SHARING –A SOCIAL DILEMMA?Knowledge sharing is NOT a ‘social dilemma’
…like previous studies, Cabrera & Cabrera, (2002) and Kimmerle et al., (2008), have found.
Employees are willing to share knowledge, because it is more beneficial than to hoard it.
Employees are more concerned about sharing relevant content. Pia Nielsen, [email protected]
ARE THESE KNOWLEDGE SHARING FACTORS “TYPICAL DANISH”?
Comparison to other studies:
Management Reports (e.g., McKinsey, Altimeter Group, Deloitte, …)
Research studies / Case studies in Companies
Questions:
What are knowledge sharing drivers?
What are the key benefits and business drivers?
What are knowledge sharing barriers?
KNOWLEDGE SHARING DRIVERS - COMPARISON
Altruistic desire to help others (Wasko & Faraj, 2000)
Employees share knowledge because of: (Ryan & Deci, 2000)
Self-satisfaction
Benefit in long term
Rewarded or paid contributions
Motivation depends on benefits: discussed content (Kirchner &
Stegmann, 2014)
Nielsen & Razmerita (2014), forthcoming:
Contribution valuable for organization
Enjoy helping others with problems
Gain social reward
Increase social network
Increase chance of getting monetary
reward
KEY BENEFITS AND BUSINESS DRIVERS - COMPARISON
McKinsey (2009, 2010, 2011)
Basis: 4200 global executives
KNOWLEDGE SHARING BARRIERS - COMPARISON
Unclear Goal/Purpose
“You get to the YAQ– Yet Another Queue problem. You don’t want to give your users yet another
queue that they need to check”
‐ Jeffrey Abbruzzi, Williams ‐Sonoma
Generational Gap
“You can’t assume that everyone in the organization understands the value of social software…
not everyone is on Facebook”
‐ Gia Lyons, Jive Software
Chang & Khanna (2011): Enterprise Social Software. Barriers to Adption. (based on qualitative interviews)[email protected]
Lack of Executive Support
“A lot of the companies we spoke to said that they encouraged collaboration… we move the
discussion to metrics… If you are not prepared to measure it, it doesn't matter to you.”
‐ Kathryn Everest, Jive Software
Lack of Ownership
“The Sales team did not see a lot of value in the system… they saw their role as selling and
being on the field”
‐ Debbie Cheng, Chevron Energy Solutions
Chang & Khanna (2011)
KNOWLEDGE SHARING BARRIERS -COMPARISON
Incentive & Reward Structures
“Product and project managers were heavy users, whereas developers were not interested in
doing what they saw as the manager’s job.”
‐ Larry Wagner, SonicWall
Concerns about sensitive information
“Even if the solution will only be used within walls, there is a lot of anxiety about the kind of
information that gets out there”
‐ Brad Dedrick, Model Metrics
Chang & Khanna (2011)
KNOWLEDGE SHARING BARRIERS - COMPARISON
McKinsey (2011) Basis: 4200 global executives
FUTURE OUTLOOK
Boundaries between employees, vendors and customers will blur. 35%
Teams will self organize. 32%
Organization‘s formal hierarchy will become much flatter or disappear. 27%
Individual performance will be evaluated by peers rather than by managers. 14%
POSSIBLE CHANGES IN ORGANIZATIONS IN NEXT YEARS CAUSED BY SOCIAL MEDIA
OPEN QUESTIONS
What is your experience with Social Media in Organizations (SMiO)?
How many of you have experience with SMiO?
How many of you use SMiO for internal communication?
What are the benefits - from your own experience?
What are the challenges?
Is Social Media, fundamentally, going to change work processes?
Can anybody share best practice use of these social platforms?
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