+Employees’ sustained knowledge contributions and their engagement in the platform is needed to materialize the organizational benefits from enterprise social networking (ESN). This paper adopts a knowledge management perspective on ESN. Through a mixed methods approach we examine how employees use ESN and the value of these uses. With a qualitative content analysis we identify five uses of ESN, problem solving, ideas and work discussion, events and updates, task management, and informal talk. With a survey we further show how these uses drive value of ESN. The results demonstrate that generating and obtaining new ideas for work by participating in discussions and finding solutions for work-related problems are the key sources of value. The results further show that the socially and work-oriented ESN uses are closely intertwined. Hence, the informal discussions in ESN are a lubricant for more utilitarian uses that should not be crowded out from the platform. Finally, we theorize that a specific advantage of ESN over information repositories and discussion forums is how ESN enables users to meet their social and work-related goals simultaneously. Our study offers a granular view of ESN use and guidance for developing organizational ESN policies.
