Reframing the Relations of Media, Knowledge, and Innovation in Society
Edited By Hubert Knoblauch, Mark D. Jacobs and René Tuma
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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