دانلود رایگان مقاله انگلیسی مدیریت دانش استراتژیک و رسانه های اجتماعی سازمانی - امرالد 2018

Abstract

Purpose – This paper aims to examine if (and how), enterprise social media (ESM) can be understood as a strategic knowledge management phenomenon to improve organizational performance. Design/methodology/approach – This paper uses intellectual capital theory and its functional building blocks to organize different types of the ESM platforms, based on secondary data. It then connects these findings to the underling intellectual capital tenets to introduce a conceptual model that explicates how ESM impacts strategic knowledge management, and vice versa. Findings – This paper concludes that ESM provides a unique complement to traditional strategic knowledge management. The authors argue that ESM differs substantially from other contexts in which intellectual capital has been applied, and extend intellectual capital with three appropriate dimensions (human, social and structural capital). Given the potentially disruptive nature of ESM, this framework helps firms understand the nature of the changes that are needed. Originality/value – The paper provides the first review of the business needs that are served by the software functions and management processes under the ESM banner. This original contribution takes the intellectual capital and strategic knowledge management discussions from their usual high levels of abstraction and relates them to the real world of ESM, focusing on outcomes. Its unique ‘‘Intellectual Capital Framework for the Socially Oriented Enterprise’’ includes distinct, testable propositions that provide a practical approach to strategically planning, implementing and optimizing ESM.

6. Concluding thoughts

Undeniably, social media has changed how we communicate – as individuals, we talk to friends online, as consumers we share electronic word of mouth and connect with brands and as private collaborators we co-create value when we add content to forums, Wikipedia or the movie review site IMDb, to name a few. These new communication patterns, with their pros and cons, are only interrupted by work, where talking to colleagues, superiors, employees, suppliers, partners and other stakeholders often relies exclusively on “old fashioned” technologies (e.g. email and phone). Particularly, as a new generation enters the workforce, of those who never had to learn or adopt social media skills but who have “naturally” grown up with and alongside social media, increasing number of firms question whether their (anti-) social media policies at work still make sense.

Calls are amassing for theoretically robust frameworks to support decision-makers in devising strategies for the implementation of ESM (Galliers et al., 2012; von Krogh, 2012) and strategic knowledge management (including Ferreira et al.’s call for papers for this special issue). In response, we offer a framework that synthesizes a range of extant literature on intellectual capital as a tool for understanding the value of ESM as a strategic knowledge management phenomenon. We argue that ESM, with its unpredictable conversation partners and communication flows, differs substantially from other contexts in which intellectual capital has been applied, and extend intellectual capital with three appropriate dimensions (human, social and structural capital). Given the potentially disruptive nature of ESM and the need to embrace significant cultural shifts to exploit its benefits, our framework helps firms understand the nature of the changes that are needed.