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Culture, Communication, and Creativity

Reframing the Relations of Media, Knowledge, and Innovation in Society

Edited By Hubert Knoblauch, Mark D. Jacobs and René Tuma

It is the premise of this volume that the rising importance of creativity in modern culture is related to dramatic changes in communication. In the last decades we have witnessed a revolutionary change in the ways we interact with one another. This transformation of the structure of communication is one of the most decisive aspects of the creativity of culture. The full aim of this volume therefore is to explore the resulting transformation in the relations of culture, creativity, and communication.
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Social Media in Organizations: Fostering Creativity and Communication—Changing Culture in the Process



Web 2.0 and Enterprise 2.0: Social Media in Organizations

Although a growing number of organizations are moving to Enterprise 2.0, using social media and Web 2.0 inside enterprises is still a comparatively recent phenomenon. If we are to believe the pertinent consulting literature and experts, deploying social media in enterprises will result in far-reaching changes (cf. Aaker & Smith, 2010, pp. 107-142; Bingham & Conner, 2010). Foremost, it promises more active communications and a tool for managing knowledge and ideas that—finally—works; second, a more agile, transparent, and open organizational culture; and, third, one that will foster or even unleash employee creativity.

Once implemented in organizations, social media are frequently underutilized and their advertised potential all too often remains unrealized. It appears that the obstacles to a successful implementation stem from organizational culture (Healey, 2011). Ultimately, it is less about implementation of a technical tool and much more about this question: is it possible to formulate the goals for doing so and its expected benefits jointly (Li et al., 2012)? The very act of introducing social media in organizations calls for a broad-scope communications process and mutual agreement on its aims and expectations. In the case of Enterprise 2.0, these can no longer be derived top-down and causally from business strategies and objectives; instead, they must be distilled from the users’ (read: employees’) expectations and ideas. The employees’ roles thus change from being users of an IT system to...

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