Abstract In today’s knowledge economy, knowledge is being more and more recognised as the most critical strategic resource for any organisation and management of this knowledge is being recognised as most critical strategic resource of any organisation (Ipe, 2003). This is especially true for a knowledge based organisation like bank which is knowledge intensive and requires creating and managing knowledge by knowledge sharing (Shih, 2010). As stated by Paroutis and Saleh (2012) intra organisational social media have technical features that unleash passion for engaging in knowledge sharing among its members and it also addresses most of the drawbacks of currently used technologies by organisations. Very limited number of studies investigates motivation of bank employees to share knowledge especially through internal social media. The basic aim of this research study is to investigate the motivation to share knowledge through intra organisation social media platforms among bank employees. We also investigate the barriers faced by bank employees in sharing knowledge through intra organisation social media platforms in case banks. As well as investigate influence of banks culture on motivation of employees to share knowledge through intra organisation social media platforms in banks. In pursuit of this aim, this study employs quantitative and qualitative approach. 3 Case bank’s employees are studied. Data will be collected by semi-structured interview & structured close ended questionnaires. The findings of this study may provide insights into the factors motivating knowledge sharing, cultural factors affecting knowledge sharing and barriers to knowledge sharing among bank employees.
1) Bryman, A., & Bell, E. (2011). Business Research Methods (3rd ed.). Oxford: Oxford University Press. Call number: HD30.4 .B79 2011 – University of Waikato Library, Central library – Level 3
2) Qualman, E. (2009). Socialnomics: How social media transforms the way we live and do business. Hoboken, N.J: Wiley. Call number: HF5415.1265 Q83 2009 – University of Waikato Library, Central library – Level 3
3) Yin, R. K. (2009). Case study research: Design and methods (4th ed.). Los Angeles, Calif. : Sage Publications. Call number: H62 .Y56 2009 – University of Waikato Library, Central library – Level 3
4) Miles, M. B., & Huberman, A. M. (1994).Qualitative data analysis: an expanded sourcebook. Thousand Oaks : Sage Publications Call number: H62.M437 1994 – University of Waikato Library, Central library – Level 3
B. Articles
Useful - must refer to
1. Liana Razmerita & Kathrin Kirchner (09/2011), How wikiscanbe usedto manageknowledgein SMEs: A casestudy , Business Information Review, 28(3), 175 – 178,DOI: 10.1177/0266382111420354 Abstract Companies are exploring new ways of knowledge sharing, collaboration and communication with employees, partners and customers, using social media tools like wikis, blogs or social networks. This article briefly reviews the literature concerning the introduction of social media into organizations and reports a small case study in an IT consulting company following the introduction of a wiki-based solution into its daily practices. The usage of the wiki and its impact on knowledge work are explored. The authors then compare the findings from the literature review with those from the case study. The comparison shows that introducing knowledge processes can start ‘bottom-up’ through an initiative to better manage personal knowledge. Furthermore, the articulation of personal and collective knowledge is possible synergistically and in a more transparent manner. Web link:http://bir.sagepub.com.ezproxy.waikato.ac.nz/content/28/3/175.full.pdf+html
2. Amber Naslund (09/2010), Socialmediafrom the insideout, Communication World, 27(5), 36. Abstract Many companies today are considering social media strategies for external communication. However, establishing social media within your organization is about much more than sharing pictures of your kids with colleagues. There are important ways that an internal social media approach can improve your business: internal branding; knowledge sharing and collaboration; network building; idea generation; and laboratory. Of course, building and launching an internal social network takes planning. You need to consider several aspects to ensure that your project gets off on the right foot. While you'll need to determine a central point of ownership and coordination, it's critical that you involve folks from other areas of the business to help shape a solution that can be helpful to everyone. As you develop your plan, you'll want to think through what kinds of existing content you should collect and house through an internal community, as well as what types of new content you might want to create along with it. Web link:http://search.proquest.com.ezproxy.waikato.ac.nz/docview/921618683?accountid=17287
3. Bill Roberts (10/2012), SocialMediaGetsStrategic, HRMagazine, 57(10), 10. Abstract Social technologies are still in the early phase of business-use adoption, but, in some cases, they are already transforming enterprises by flattening hierarchies, creating previously unthinkable networks of employees, spurring wider collaboration aimed at business objectives and even democratizing workplaces. Many organizations use Facebook, LinkedIn and other social networking Web sites for external activities such as branding, marketing and recruiting, often with positive results. Fewer have adopted social business platforms, also known as enterprise social software, for internal collaboration and to connect employees, information and digital assets throughout the organization. The use of social business platforms is not as intentional, deliberate and studied as it should be, says Nancy Lewis, learning and development consultant. It seems abundantly clear that social technologies achieve value in the enterprise when they are clearly connected to business processes and to achieving business goals. Even people who use Facebook obsessively in their personal lives will not use social business platforms without deriving significant value on the job. Web link:http://search.proquest.com.ezproxy.waikato.ac.nz/docview/1081795895
4. Huy, Quy and Shipilov, Andrew (2012), The keyto socialmediasuccesswithinorganizations.(SocialBusiness), MIT Sloan Management Review, 54(1), 73. Abstract Many organizations have started using social media (aka Enterprise 2.0) tools internally to interact with their employees. A number of companies, including Best Buy and Dell, have succeeded in using social media internally to meet important objectives, such as reducing their costs, increasing revenues or stimulating innovation. However, many companies have either stayed away from using social media tools internally or failed to see beneficial results from their use within their organization. In a 2010 survey we conducted of 1,060 global executives, only about 50% said that their companies had adopted social media initiatives within their organizations; of those, about 60% reported that social media had positive effects on their company's internal communications. Thus, only about 30% of executives whom we surveyed work for companies that have both adopted internal use of social media and seen positive effects on the company's internal communications as a result. In our qualitative investigation of 34 companies' social media experience, we found a similar dichotomy. Why do so many companies either avoid using social media internally or fail to make it work very well within their organizations? Our finding is that to be successful, internal social media initiatives must focus first and foremost on the development of emotional capital, which we define as the aggregate feelings of goodwill toward a company and the way it operates. A company's emotional capital with its employees can be built by the actions of executives; it represents the emotion-based assets that the organization has developed over time with its employees. Web link: http://search.proquest.com.ezproxy.waikato.ac.nz/docview/1115278025
5. Lin, Hsiu-Fen (Motivating and supporting collaboration in open innovation), Effectsof extrinsicand intrinsicmotivationon employee knowledgesharingintentions, Journal of Information Science, 33(2), 135 – 149, DOI:10.1177/0165551506068174 Abstract Numerous scholars and practitioners claim that motivational factors can facilitate successful knowledge sharing. However, little empirical research has been conducted examining the different kinds of motivation (extrinsic and intrinsic) used to explain employee knowledge sharing behaviors. By integrating a motivational perspective into the theory of reasoned action (TRA), this study examines the role of both extrinsic (expected organizational rewards and reciprocal benefits) and intrinsic (knowledge self-efficacy and enjoyment in helping others) motivators in explaining employee knowledge sharing intentions. Based on a survey of 172 employees from 50 large organizations in Taiwan, this study applies the structural equation modeling approach to investigate the research model. The results showed that motivational factors such as reciprocal benefits, knowledge self-efficacy, and enjoyment in helping others were significantly associated with employee knowledge sharing attitudes and intentions. However, expected organizational rewards did not significantly influence employee attitudes and behavior intentions regarding knowledge sharing. Implications for organizations are discussed. Web link: http://jis.sagepub.com.ezproxy.waikato.ac.nz/content/33/2/135.full.pdf+html
6. Alexander Ardichvili; Vaughn Page; Tim Wentling (2003), Motivationand barriersto participationin virtual knowledge-sharing communities of practice, Journal of Knowledge Management , 7(1), 64 – 77, DOI:10.1108/13673270310463626 Abstract This paper reports the results of a qualitative study of motivation and barriers to employee participation in virtual knowledge-sharing communities of practice at Caterpillar Inc., a Fortune 100, multinational corporation. The study indicates that, when employees view knowledge as a public good belonging to the whole organization, knowledge flows easily. However, even when individuals give the highest priority to the interests of the organization and of their community, they tend to shy away from contributing knowledge for a variety of reasons. Specifically, employees hesitate to contribute out of fear of criticism, or of misleading the community members (not being sure that their contributions are important, or completely accurate, or relevant to a specific discussion). To remove the identified barriers, there is a need for developing various types of trust, ranging from the knowledge-based to the institution-based trust. Future research directions and implications for KM practitioners are formulated. Web link: http://www.emeraldinsight.com.ezproxy.waikato.ac.nz/journals.htm?articleid=883796&show=abstract
7. Sotirios Paroutis and Alya Al Saleh (2009), Determinantsof knowledgesharingusingWeb2.0technologies, Journal of Knowledge Management, 13(4), 52 – 63, DOI:10.1108 / 13673270910971824 Abstract Purpose – The purpose of this paper is to investigate the key determinants of knowledge sharing and collaboration using Web 2.0 technologies by exploring the reasons for and barriers to employees' active participation in its various platforms within a large multinational firm. Design/methodology/approach – This study is based on a case study design. In total, 11 in-depth interviews were conducted. In addition, secondary data was collected. The data was analysed using a grounded approach. Findings – The authors reveal four key determinants of knowledge sharing using Web 2.0 technologies: history, outcome expectations, perceived organizational or management support and trust. Research limitations/implications – The limitations are related to the small sample size and the assumptions on which the study was based. First, Web 2.0 technologies were perceived as a single set of technologies whose adoption and use is determined by the same range of factors. Secondly, the study assumes that knowledge sharing using Web 2.0 is an effective means to collaborate. Practical implications – Managerial recommendations derived from this study include: playing an active role in supporting Web 2.0 technologies as a strategic knowledge management initiative, clearly communicating its benefits, providing the necessary training and finally, rewarding participation. Originality/value – Online collaboration tools have become the knowledge management tool of choice for an increasing number of organisations. However, very little is known about factors leading to their success or failure. This study narrows this gap by offering unique empirical evidence from TechCo (pseudonym), one of the largest companies deploying such technologies. Web link: http://search.proquest.com.ezproxy.waikato.ac.nz/docview/230323798
8. Vilma Vuori and Jussi Okkonen (2012),Knowledgesharingmotivationalfactorsof usingan intra-organizationalsocialmediaplatform, Journal of Knowledge Management, 16(4), 592 – 603, DOI:10.1108/13673271211246167 Abstract Purpose – This paper aims to discuss the motivational factors affecting the knowledge sharing through an intra-organizational social media platform and to answer the following research questions: “What motivates employees to share their knowledge through an intra-organizational social media platform?”; “What impedes them sharing knowledge this way?”; and “Do these factors differ from those motivational factors regarding knowledge sharing in general?”. Design/methodology/approach – The paper approaches the issue from both theoretical and empirical viewpoints. The motivational factors regarding knowledge sharing in general are summed up from literature. The social media platform perspective to the issue is studied by conducting a survey in two companies. Findings – The results reveal that the motivation to share knowledge through an intra-organizational social media platform is the desire to help the organization reach its goals and helping colleagues, while financial rewards and advancing one's career were seen as least motivating. The key issues enabling the success of using a collaborative intra-organizational social media platform in knowledge sharing are in line with the general knowledge sharing motivational factors, although supplemented with some additional features: reciprocity in knowledge sharing, making every-day work easier and faster and ease of use are the key factors that make or break the success. Originality/value – The empirical study reveals what motivates and impedes the employees of the companies to share knowledge via an intra-organizational social media platform. The results are discussed in the light of those from earlier research about general knowledge sharing motivational factors. Web link: http://search.proquest.com.ezproxy.waikato.ac.nz/docview/1023897606
9. Mark Sharratt and Abel Usoro (2003), Understanding Knowledge-Sharing in Online Communities of Practice, Electronic Journal on Knowledge Management, 1(2), 187-196 Abstract Information Technology is no longer regarded solely as a repository within knowledge management but also as a collaborative tool. This change of role gives rise to online communities (OLCs), which extend the loci of existing communities of practice. To leverage the potential of these communities, organisations must understand the mechanisms underpinning members’ decisions to share knowledge and expertise within the community. This paper discusses existing research and develops a theoretical model of factors that affect knowledge sharing in OLCs. The aim is to increase our understanding of the antecedents to knowledge-sharing in OLCs. Web link: www.ejkm.com/issue/download.html?idArticle=32
Useful – worth considering
10. Gareth Bell (Interview - 2012), Enterprise2.0: bringingsocialmediainsideyourorganization, Human Resource Management International Digest, 20(6), 47 – 49, DOI:10.1108/09670731211260915 Abstract Purpose – The purpose of this paper is to provide an interview with Monika Wencek. Design/methodology/approach – The paper presents an interview with Monika Wencek, Senior Customer Success Manager at Yammer, Findings – Wencek speaks of the value of Enterprise 2.0 technology for businesses, and, in particular, ways in which Yammer can be utilized by human resource departments, and for the provision of e-learning. Originality/value – The paper looks at Yammer, which is one of the leading providers of enterprise social networking, and has recently been acquired by Microsoft for $1.2 billion. Web link:http://www.emeraldinsight.com.ezproxy.waikato.ac.nz/journals.htm?articleid=17050830&show=abstract
11. Maria Antikainen; Marko Mäkipää; Mikko Ahonen (2010), Motivatingand supportingcollaborationin openinnovation, European Journal of Innovation Management, 13(1), 100-119, DOI:10.1108/14601061011013258 Abstract Purpose – The purpose of this paper is to explore collaboration in open innovation (OI) communities. The paper focuses on the following two research problems: how can users be motivated to collaborate in OI communities and what kind of tools and methods can support collaboration in OI communities? Design/methodology/approach – The exploratory case study includes three innovation intermediaries originated in three different countries: France, The Netherlands and Finland. The primary data source consists of the open-ended questions posted to the maintainers and users by e-mail. The data include five responses from the maintainers and 12 responses from the users. The secondary source is the internet document review. The classification of the factors in the preliminary framework is derived from reading and rereading the answers of the respondents until the themes started emerging from the data. Thereafter, the data are coded according to the chosen themes. Findings – Results suggest that monetary rewards are not always the best way to motivate contributing users. Instead, contributors appreciate many intangible factors, such as community cooperation, learning new ideas and having entertainment. Contributors also appreciate good support and the right cooperation tools from their service provider. Research limitations/implications – The data are based on three cases and a limited amount of participants. Therefore, it may be that in gathering empirical data from a larger group of cases, some new factors will be found. Practical implications – Companies should provide community members with tools that are easy to use, allowing people to express themselves and share their personal details. It seems to be important that maintainers are involved as visible members of a community, which includes telling about themselves in a more detailed way. Originality/value – This paper is one of the first papers focusing on the collaboration perspective of OI communities. Web link: http://search.proquest.com.ezproxy.waikato.ac.nz/docview/211860893
13. Ipe, Minu (12/2003), KnowledgeSharingin Organizations: A Conceptual Framework, Human Resource Development Review, 2(4), 337-359, DOI:10.1177/1534484303257985 Abstract Knowledge is now being seen as the most important strategic resource in organizations, and the management of this knowledge is considered critical to organizational success. If organizations have to capitalize on the knowledge they possess, they have to understand how knowledge is created, shared, and used within the organization. Knowledge exists and is shared at different levels in organizations. This article examines knowledge sharing at the most basic level; namely, between individuals in organizations. Based on a review of existing literature in this area, this article presents a model that identifies factors that most significantly influence knowledge sharing at this level. Web link: http://hrd.sagepub.com.ezproxy.waikato.ac.nz/content/2/4/337.full.pdf+html
15. Hsiu-Fen Lin (02/2006) , Impactof organizationalsupporton organizationalintentionto facilitateknowledgesharing, Knowledge Management Research & Practice, 4(1), 26 – 35, DOI: 10.1057/palgrave.kmrp.8500083 Abstract Knowledge sharing can be viewed as an organizational innovation that has the potential to generate new ideas and develop new business opportunities through socialization and learning process of knowledge workers. Moreover, numerous scholars have proposed that interpersonal trust is an important facilitator of knowledge sharing. This study aims to develop a research model examining how organizational support influences the intention to facilitate knowledge sharing through organizational perceptions of innovation characteristics (perceived relative advantage and compatibility) and interpersonal trust. Data from a survey of senior executives in Taiwan were used to test the proposed research model. Confirmatory factor analysis was conducted to examine the validity of the measurement model, and the structural model also was analyzed to test the associations hypothesized in the research model. The results showed that organizational support is positively associated with organizational perceptions of innovation characteristics (perceived relative advantage and compatibility) and interpersonal trust, which in turn are positively related to organizational intention to facilitate knowledge sharing. Implications for organizations are also discussed. Web link:http://search.proquest.com.ezproxy.waikato.ac.nz/docview/203472742
16. PRAHALAD, C. K (05/1990), The CoreCompetenceof the Corporation, Harvard Business Review, 68(3), 79 Abstract In the 1990s, top executives will be judged by their ability to identify, cultivate, and exploit core competencies that make growth possible. They will have to rethink the concept of the corporation itself. The critical task for management is to create an organization capable of infusing products with irresistible functionality or creating products that customers need but have not yet imagined. Core competencies are the collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technologies. A core competency has 3 identifying elements: 1. It provides potential access to a wide variety of markets. 2. It makes a significant contribution to the perceived customers benefits of the end products. 3. It is difficult for competitors to imitate. Senior management should spend a significant amount of time developing a corporate wide strategic architecture that establishes objectives for competence building. The location, number, and quality of the people who embody competence should be identified. Web link: http://web.ebscohost.com.ezproxy.waikato.ac.nz/ehost/pdfviewer/pdfviewer?sid=9b16c48e-2813-4d5a-aaea-2b1b2ce11332%40sessionmgr115&vid=4&hid=122
17. Ellen Clair Lamb (09/2001), Knowledgemanagement, Community Banker, 10(9), 24 Abstract In today's environment, managing the intangible capital of an institution such as a bank - its internal knowledge - is rapidly becoming as important as managing the institution's cash flows and asset-liability mix. Broadly speaking, knowledge management refers to the process of identifying, measuring and managing the capabilities of an organization and its personnel. As a business strategy, however, it has dozens of meanings. Roy Karon, CEO of BVS, describes knowledge management as the process of making sure that everyone in an organization has the information necessary to achieve a desired goal. It is to the front room of a bank what the data processors are to the back room, he says.Web link:http://search.proquest.com.ezproxy.waikato.ac.nz/docview/195169732
18. Ryan R.M and Deci E.L (2000), Intrinsicand Extrinsic Motivations: Classic Definitions and New Directions, Contemporary Educational Psychology, 25(1), 54, DOI:10.1006/ceps.1999.1020 Abstract Intrinsic and extrinsic types of motivation have been widely studied, and the distinction between them has shed important light on both developmental and educational practices. In this review we revisit the classic definitions of intrinsic and extrinsic motivation in light of contemporary research and theory. Intrinsic motivation remains an important construct, reflecting the natural human propensity to learn and assimilate. However, extrinsic motivation is argued to vary considerably in its relative autonomy and thus can either reflect external control or true self-regulation. The relations of both classes of motives to basic human needs for autonomy, competence and relatedness are discussed. Copyright 2000 Academic Press. Web link: http://www.sciencedirect.com.ezproxy.waikato.ac.nz/science/article/pii/S0361476X99910202
Low value – can ignore
19. OrganizationalLearning: The ContributingProcessesand the Literatures, Organization Science, 2(1), 88 – 115, DOI: 10.1287/orsc.2.1.88 Huber, George P (1991), Abstract This paper differs from previous examinations of organizational learning in that it is broader in scope and more evaluative of the literatures. Four constructs related to organizational learning (knowledge acquisition, information distribution, information interpretation, and organizational memory) are articulated, and the literatures related to each are described and critiqued. The literature on knowledge acquisition is voluminous and multi-faceted, and so the knowledge acquisition construct is portrayed here as consisting of five subconstructs or subprocesses: (1) drawing on knowledge available at the organization's birth, (2) learning from experience, (3) learning by observing other organizations, (4) grafting on to itself components that possess knowledge needed but not possessed by the organization, and (5) noticing or searching for information about the organization's environment and performance. Examination of the related literatures indicates that much has been learned about learning from experience, but also that there is a lack of cumulative work and a lack of integration of work from different research groups. Similarly, much has been learned about organizational search, but there is a lack of conceptual work, and there is a lack of both cumulative work and syntheses with which to create a more mature literature. Congenital learning, vicarious learning, and grafting are information acquisition subprocesses about which relatively little has been learned. The literature concerning information distribution is rich and mature, but an aspect of information distribution that is central to an organization's benefitting from its learning, namely how units that possess information and units that need this information can find each other quickly and with a high likelihood, is unexplored. Information interpretation , as an organizational process, rather than an individual process, requires empirical work for further advancement. Organizational memory is much in need of systematic investigation, particularly by those whose special concerns are improving organizational learning and decision making. Web link:http://www.jstor.org.ezproxy.waikato.ac.nz/stable/2634941
20. Richard Dennison (2006), Usingwikisfor collaborationand KMat BT, Knowledge Management Review, 9(5),5 Abstract At BT, they have been experimenting with Web 2.0 tools such as RSS, wilds, podcasting and blogs for some time now. One application of these tools for KM and collaboration is a group-wide wiki called BTpedia. BTpedia is designed to be a repository of information on any subject relating to BT and their business, and anyone in BT can publish into it or edit an article that someone else has published. BTpedia is currently a pilot, or beta, site and they have not pro-actively publicized it -- linking to it from only a few places on the intranet. Being a beta site, there are still a few bugs in it that need ironing out. Web link:http://search.proquest.com.ezproxy.waikato.ac.nz/docview/217488648
21. Kamel Boulos, Maged N and Wheeler, Steve (2007), The emergingWeb2.0socialsoftware: an enablingsuiteof sociabletechnologiesin healthand healthcareeducation, Health Information & Libraries Journal, 24(1), 2 – 23,DOI:10.1111/j.1471-1842.2007.00701.x Abstract Web 2.0 sociable technologies and social software are presented as enablers in health and health care, for organizations, clinicians, patients and laypersons. They include social networking services, collaborative filtering, social bookmarking, folksonomies, social search engines, file sharing and tagging, mashups, instant messaging, and online multi‐player games. The more popular Web 2.0 applications in education, namely wikis, blogs and podcasts, are but the tip of the social software iceberg. Web 2.0 technologies represent a quite revolutionary way of managing and repurposing/remixing online information and knowledge repositories, including clinical and research information, in comparison with the traditional Web 1.0 model. The paper also offers a glimpse of future software, touching on Web 3.0 (the Semantic Web) and how it could be combined with Web 2.0 to produce the ultimate architecture of participation. Although the tools presented in this review look very promising and potentially fit for purpose in many health care applications and scenarios, careful thinking, testing and evaluation research are still needed in order to establish ‘best practice models’ for leveraging these emerging technologies to boost our teaching and learning productivity, foster stronger ‘communities of practice’, and support continuing medical education/professional development (CME/CPD) and patient education. Web link:http://onlinelibrary.wiley.com.ezproxy.waikato.ac.nz/doi/10.1111/j.1471-1842.2007.00701.x/abstract
22. Curran, J. M.,& Lennon, R. (2011). Participating in the conversation: Exploring usage of social media networking sites. Academy of Marketing Studies Journal, 15(1), 21-38. Retrieved from ProQuest database. Abstract The use of social networks has risen dramatically over the last few years as users have reached out to friends, new acquaintances and businesses through this new means of communication. If firms are to successfully utilize social networks as a channel through which they reach their customers, they must fully understand the reasons that these customers choose to use social networks. Using the relationship between attitude and behavioral intentions established in the Theory of Reasoned Action and applied to technology use by the Technology Acceptance Model, this research examines constructs that influence consumer attitudes toward social networks and their intentions to use, continue using, and recommend social networks. The findings indicate that the level of enjoyment derived from using social networks is the strongest positive influence and that the drama associated with behaviors of others on the social network can be the strongest negative influence. These findings also show that the constructs of ease of use and usefulness made popular by the Technology Acceptance Model play no significant role influencing user attitudes or intentions with regard to social networks. Web link:http://connection.ebscohost.com/c/articles/69916019/participating-conversation-exploring-usage-social-media-networking-sites
23. Heinrichs, J. H., Lim, J. S., & Lim, K. S. (2011). Influence of social networking site and user access method on social media evaluation. Journal of Consumer Behaviour, 10(6), 347-355. doi: 10.1002/cb.377 Abstract The Internet has expanded rapidly and shifted from being solely an information access tool to being an interaction tool used by individuals to discover and share content, opinions, and information. To develop information connections, individuals are using a variety of technologies to access content and join virtual communities on various social networking sites. Of interest to researchers and organizations is the individuals’ perception of social networking sites using the identified dimensions of ease-of-use, usefulness, information quality, feeling, and usage intention.In this Web-based study, 226 participants from a professional discussion group provided information regarding their perceptions of social networking sites and access tool usage. The differences in these perceptions based upon the various access methods and various social networking tools are analysed and reported. The results from simple main effect tests showed that differences exist in both access methods and social networking tool usage. The usage patterns based upon the access methods can have an impact on the usage behavior of social network sites. High-usage groups have the highest mean values for the perception dimension of ease-of-use for both access method and social networking sites. This suggests that organizations should accommodate and energize mobile users and design changes to their social networking sites to facilitate interaction and information sharing. Web link:http://onlinelibrary.wiley.com.ezproxy.waikato.ac.nz/doi/10.1002/cb.377/abstract
24. Amy Reitz (2012), SocialMedia'sFunctionin Organizations: A FunctionalAnalysis Approach, Global Media Journal, 5(2),41. Abstract System theorists believe that organizations that function as an open system have a greater chance of survival than organizations that function as a closed system due to the exchange of inputs and outputs between the organization and its publics. Public relations researchers have proposed adopting a dialogic approach to public relations where interaction between the organization and its publics are mutual, which is the underpinning to an open systems approach. This paper posits that organizations can function within an open systems approach to public relations by employing social media. Adoption of a functional approach is a fruitful way to look at the social functions various social media serve in the system of organizations and their publics. Research has considered the gratifications publics receive from social media; however, limited research has considered what social media do for the organization-public relationship system. It has been argued that organizations also have psychological and social motivations; therefore, applying a functional analysis approach might be a good of way determining what functions social media serve in the organization-public relationship system. Four functions are proposed in which social media may serve the system: maintenance of organizational identity, opportunity to build relationships with publics, ability to control issues management, and the chance to promote social corporate responsibility. Understanding social media's role in the system can help practitioners identify the functions that may contribute to an open systems approach to public relations and ultimately an organization's survival. Web link: http://search.proquest.com.ezproxy.waikato.ac.nz/docview/1266767588
25. Jacobs, Aimee and Nakata, Keiichi (2010),Evolvingthe socialbusiness: a lookat stagesof growthfor Web2.0integrationwith businessactivities, First Interdisciplinary Workshop on communication for sustainable communities, 1 – 6, DOI:10.1145/1951493.1951497 Abstract The use of Web 2.0 technologies, in particular, Social Media tools, are rapidly increasing. Accordingly, the distinction between personal and professional lives is blurring, as users incorporate the advantages of SM into their work environment. Companies have begun to integrate Web 2.0 technologies into their business activities, as the expectation from employees, customers and partners increases. One of the ways to aid integration with these technologies is to use a stages of growth framework as a guideline for future implementation. The purpose of this paper is to investigate the appropriateness of Earl's [1] model, as companies evolve using Web 2.0 technologies. Earl states that when companies reach the full transformation stage of the e-business model it is necessary to revisit the six stages as technologies evolve and try to adapt to the latest demands from customers, suppliers, partners and employees. Web link: http://dl.acm.org.ezproxy.waikato.ac.nz/citation.cfm?id=1951497