Adoption of Social Networking Site an Exploratory Adaptive Structuration Perspective for Global Organizations
Adoption of social networking sites: an exploratory adaptive structuration perspective for global organizations
Jollean K. Sinclaire • Clinton E. Vogus
Published online: 3 February 2011
Springer Science+Business Media, LLC 2011
Abstract This research assesses the strategic adoption of social media by large global organizations. To contribute to a better understanding of the topic, this exploratory study analyzed social networking sites used by 72 large global companies, and conducted a survey and follow-up interviews with high-level managers from these companies. Our analysis of social networking sites identifies and characterizes the types of social media used, as well as the various organizational purposes for the use of social media. Our exploratory survey and interviews yielded a deeper level of understanding of the adoption of social networking sites by organizations. We employed management fashion theory and adaptive structuration theory to characterize the ways in which advanced information technology can bring about organizational change. Our findings indicate that there is an increased use of social media and social networking sites by organizations that results in the form of passive or active, proactive or reactive, and tactical or strategic uses.
Keywords Adaptive structuration theory Exploratory research Field study Interviews Management fashion theory Organizational change Social media Social networks 1 Introduction
Today’s customers are using the ‘‘oh-so-social-Web’’ [6] to connect and share experiences and information on products and services, companies and brands. And as a result of the widespread growth of online social networking and usergenerated content sites, a shift in the balance of power is occurring [6, 40, 43, 45, 57]. Consumers are no longer passive receivers of marketing messages; instead, they are using Facebook, MySpace, YouTube and Twitter to voice their opinions—both positive and
Jollean K. Sinclaire • Clinton E. Vogus
Published online: 3 February 2011
Springer Science+Business Media, LLC 2011
Abstract This research assesses the strategic adoption of social media by large global organizations. To contribute to a better understanding of the topic, this exploratory study analyzed social networking sites used by 72 large global companies, and conducted a survey and follow-up interviews with high-level managers from these companies. Our analysis of social networking sites identifies and characterizes the types of social media used, as well as the various organizational purposes for the use of social media. Our exploratory survey and interviews yielded a deeper level of understanding of the adoption of social networking sites by organizations. We employed management fashion theory and adaptive structuration theory to characterize the ways in which advanced information technology can bring about organizational change. Our findings indicate that there is an increased use of social media and social networking sites by organizations that results in the form of passive or active, proactive or reactive, and tactical or strategic uses.
Keywords Adaptive structuration theory Exploratory research Field study Interviews Management fashion theory Organizational change Social media Social networks 1 Introduction
Today’s customers are using the ‘‘oh-so-social-Web’’ [6] to connect and share experiences and information on products and services, companies and brands. And as a result of the widespread growth of online social networking and usergenerated content sites, a shift in the balance of power is occurring [6, 40, 43, 45, 57]. Consumers are no longer passive receivers of marketing messages; instead, they are using Facebook, MySpace, YouTube and Twitter to voice their opinions—both positive and