Locating experts using social media,based on social capital and expertise similarity

Information and communication technologies boost knowledge activities, both within and across organizations, and in online communities. Determining how to effectively search for and find experts via social media has become a critical issue. Although social capital is a key driver of knowledge contribution, we have not addressed the issue of how to locate experts based on their social capital. Systems designed to locate experts typically recommend such experts based on keywords, thus failing to consider any semantic similarity between their areas of expertise and the problem domain (a.k.a., “expertise similarity”). The system designed and developed in this study recommends experts based on both their social capital and expertise similarity. We measure the social capital of experts based on their consultant service relationships and their friendships. We conduct a field experiment to evaluate user satisfaction and the system’s knowledge-contribution predictive capability. The results show that the proposed system is of high quality and delivers excellent information. Hence, users expressed their intention to use this system. In addition, the positive effect of social capital on the knowledge contribution is verified from the perspective of user behavior.     

Helping workers understand and follow social media policies

While social media can have significant benefits for organizations, the social media presences and postings of employees can be problematic for organizations. This is especially true when employees have connections to co-workers and managers. Workers posting content deemed inappropriate or detrimental to the organization has led to a significant number of workers being fired for their social media behavior. To avoid such situations, organizations should create social media policies to guide employee content. Organizational implementation of social media policy is on the rise, but serious questions remain as to how to make it effective. One crucial question is how well employees know and understand their employer's policy. In this article, we discuss how to communicate social media policies to workers and help their understanding. To inform our recommendations, we draw on exploratory data from a sample of young adult workers regarding their knowledge of their own company's social media policies.     

Consumer social voice in the age of social media: Segmentation profiles and relationship marketing strategies

Service failures, once handled quietly by customer service departments, are now played out on a highly public social media stage. These failures can result in not only the loss of a loyal consumer but also can negatively affect relationships with those watching the dialogue between disgruntled customers and organizations. The phenomenon of seeking resolution to service failures online is distinct from both traditional word-of-mouth and voice behaviors. This article introduces social voice: public complaining behavior that aims to change the behavior of the organization. A qualitative methodology defines eight dimensions of social voice and categorizes them by the strength of the relationship to the organization. Results indicate that appropriate response strategies differ based on social voice segment.     

Fan-centric social media: The Xiaomi phenomenon in China

In this highly competitive century, social media offers both opportunities and challenges. The concept of social media is top of mind for many entrepreneurs today. Fans are assuming an increasingly active role in co-creating marketing content with companies and their respective brands. Based on the Xiaomi success story in China, we provide a framework for building the power of the fan base and propose a new fan-centric social media business model. We examine the best practice case study of an emerging company's successful efforts to leverage social media in order to reach an important audience of young consumers. Thereafter, we conclude with several lessons related to the integration of social media into a new firm's operation strategy. We strongly recommend that businesses, and especially startups, make good use of powerful social media to develop a business model with fan demand as the core. This is what we call the ‘fan-centric’ social media business model.     

Marketing meets Web 2.0, social media,and creative consumers: Implications for international marketing strategy

The 21^st century has brought both opportunities and challenges in our global, boundaryless world. Importantly, managers face a dynamic and interconnected international environment. As such, 21^st century managers need to consider the many opportunities and threats that Web 2.0, social media, and creative consumers present and the resulting respective shifts in loci of activity, power, and value. To help managers understand this new dispensation, we propose five axioms: (1) social media are always a function of the technology, culture, and government of a particular country or context; (2) local events rarely remain local; (3) global events are likely to be (re)interpreted locally; (4) creative consumers’ actions and creations are also dependent on technology, culture, and government; and (5) technology is historically dependent. At the heart of these axioms is the managerial recommendation to continually stay up to date on technology, customers, and social media. To implement this managerial recommendation, marketers must truly engage customers, embrace technology, limit the power of bureaucracy, train and invest in their employees, and inform senior management about the opportunities of social media.     

Work relationships and media use: A social network analysis

Our research provided empirical evidence about the alternative means of communication used by 25 members of a research group who had available to them: unscheduled face-to-face encounters, sheduled face-to-face meetings, electronic mail, telephone, fax, and desktop videoconferencing. The intent of our research is to learn whether there are elements in existing group communication patterns that suggest how future communication systems can be designed or selected to fit the actual work relationships of a group. A detailed social network survey provided information about what members of the group communicated about, how they communicated, and with whom they communicated. Most communication was done through a combination of media, but predominately through unscheduled encounters, electronic mail, and scheduled meetings; people rarely videoconferenced, telephoned, or faxed. Factor analysis reduced the 24 work relationships to six distinct dimensions: receiving work, giving work, collaborative writing, major emotional support, sociability, and computer programming. The proportion in which the three main media were used varied according to the nature of the work dimension. Our findings suggest that a multivariate perspective that considers group norms and practices, social networks, and work dimensions is necessary to analyze media use.     

Work, leisure, and tourism in the Pacific Rim

This issue of JBR is the consequence of a call for a special issue on Work, Leisure, and Tourism in the Pacific Rim. Who the special issue editors are presumably prompted submissions related to tourism or hospitality. The articles in the issue relate to the business aspect of tourism, and they show the diversity in tourism research. The study of entertainment in Macao's future presents stakeholder views. The wine tourism paper is not on demand or tourism behavior but addresses supply side issues. The articles on employees' work-family conflict moderating life and job satisfaction and telepresence affecting the demand for tourism have business ramifications. The paper on empowerment pursues applying Western views in applying a concept in the East. The study of tourists' perceptions on safety broaches some important analysis issues. The paper on using diagrams to improve survey research has broad ramifications for survey research, particularly regarding getting and using complex data. The final article addresses effectiveness and offers ideas that apply to application of DEA in business research.     

Collaborative projects (social media application): About Wikipedia,the free encyclopedia

Collaborative projects—defined herein as social media applications that enable the joint and simultaneous creation of knowledge-related content by many end-users—have only recently received interest among a larger group of academics. This is surprising since applications such as wikis, social bookmarking sites, online forums, and review sites are probably the most democratic form of social media and reflect well the idea of user-generated content. The purpose of this article is to provide insight regarding collaborative projects; the concept of wisdom of crowds, an essential condition for their functioning; and the motivation of readers and contributors. Specifically, we provide advice on how firms can leverage collaborative projects as an essential element of their online presence to communicate both externally with stakeholders and internally among employees. We also discuss how to address situations in which negative information posted on collaborative projects can become a threat and PR crisis for firms.     

Exploring social media use in B2B supply chain operations

This research examines current applications and potential capabilities of a wide array of social media applications such as Facebook, Twitter, LinkedIn, and others within the context of B2B supply chain operations. Specifically, we use social media affordances (SMA) as a framework to explore how social media is used in B2B supply chain settings. We report findings based on a survey of 209 professionals in supply chain areas. These findings include the extent to which social media and different social media tools are used in B2B supply chain operations, the impact of company size on social media use, the areas in which social media is used, the perceptions of social media, and other relevant issues such as social media policy and security. Based on these findings, this study provides a discussion regarding the current and future use of social media in B2B supply chain operations.     

Employee brand engagement on social media: Managing optimism and commonality

This article considers how employees engage with B2B firms on social media, a topic that is largely overlooked in the extant brand engagement literature. Using the results from a large-scale study of employee brand engagement on social media, we identify two key drivers of employee brand engagement using the content analysis tool DICTION—namely, optimism and commonality. Employees of top-ranked and -rated firms express higher levels of optimism and commonality in their reviews of their employers on social media than do their counterparts in bottom-ranked and -rated firms. This permits the construction of a 2 × 2 matrix that allows managers to diagnose strategies for increasing or improving employee brand engagement. This creates four different kinds of employee brand engagement situations, and offers human resources and marketing managers different strategies in each case. We demonstrate how practitioners and scholars can shed new light on the way stakeholders engage with brands.     

新媒体时代品牌危机分阶段归因及态度实证研究

现阶段越来越多的品牌危机由用户通过社交新媒体曝光和传播,危机演化过程与以往不同,消费者的危机归因和品牌态度也存在动态变化。本文将利用归因理论和态度改变模型探索新媒体情境下归因和态度变化的特征,实证研究发现,在危机曝光阶段和确认阶段,危机归因的三个维度(来源地、可控性、稳定性)与阶段品牌态度显著相关,且来源地、稳定性归因与态度相关性在确认阶段增强。另外,在曝光阶段,品牌承诺在来源地归因、稳定性归因对品牌态度的影响中有显著的调节作用。     

Social networks and social media: Understanding and managing influence vulnerability in a connected society

Influence vulnerability has recently become a concern across society and in business. Such vulnerabilities increase as social networks are leveraged by different entities, oftentimes through social media, to affect how we think and behave. While many instances of social influence are positive and beneficial, others can be quite negative and lead to harmful outcomes for organizations and individuals such as reputational damage and an inability to control desirable thoughts, narratives, and behaviors. In general, they can decrease people’s freedom of thought and behavior. This article draws on the concepts of social embeddedness and network commitment to outline people’s influence vulnerabilities. It then proposes three guidelines to help reduce influence vulnerabilities based on the concepts of trustworthiness, network commitment, and self-management.     

Industry and agency views of social media: Issues implementing dialogic communication

The technologies and culture of social media present issues for organisations implementing dialogic communication. The ubiquity of social media and the dialogic nature of communications in the digital age are raising awareness of the necessity of a total stakeholder approach to integrated communications. Yet, while the Marketing discipline argues that dialogic communication represent communication par excellence, this research finds that implementing a total stakeholder approach to dialogic communication is proving to be extremely elusive for many organisations exploring social media applications. The empirical findings of this research explore how marketing and communications professionals from a diverse range of industry and agency role contexts view social media, and presents issues that organisations face in implementing dialogic communication. It is suggested that these implementation issues inhibit the ability of organisations to move beyond ‘control’ and implement a total stakeholder approach to social media for dialogic communication that can engage with an organisation's stakeholders to gain their support.     

Conceptualizing the brand in social media community: The five sources model

The emergence of social media is challenging the ways that marketing academics and practitioners conceptualize and manage brands. This research explores the consumers׳ specific motivations for the purpose and structure of the consumption of brands in social media community. Keeping the evolving economic relevance of social consumption in mind, the resulting conceptual model has been designed to give a better understanding of the unique branding opportunities and relationships that social media present to brand managers. The research employs a triangulated method that includes a social media-based Facebook focus group and face-to-face interviews. The findings suggest that consumers expect some very specific two-way interactions with brands and that social media may be the only way to effectively deliver these demands. This study identifies five core drivers of brand consumption in a social media community articulated in the Five Sources Model: functional, emotional, self-oriented, social and relational. These core drivers represent unique opportunities for brands to enhance their relationships with their customers and to increase the likelihood of an active and beneficial online community built around their brands. Future research implications are discussed.     

The integrated use of social media,digital, and traditional communication tools in the B2B sales process of international SMEs

Social media and digital tools are gradually changing the way firms market themselves. Understanding how these communication tools are used by sales functions within business-to-business (B2B) markets could clarify the dynamics underpinning the sales process in an increasingly technology-mediated world. This paper explores how social media, digital, and traditional sales communication tools are leveraged during the three main phases of the B2B sales process within international SMEs.The article’s grounded-theory approach illustrates that social media can be particularly helpful in engaging international prospects. Digital communication tools seem to be most prevalent in the persuasion phase, whereas more traditional communication tools still prevail in customer relationship management. However, there seem to be some important potential boundary conditions, including relationship culture, location proximity, technology innovation/resources, and strategic importance of the customer that affect the way international SMEs use different communication tools during a sales process. We develop a framework for understanding the B2B sales process flow with sales communication tools included for international SMEs.     

Customer co-creation projects and social media: The case of Barilla of Italy

This article investigates a social media-enabled, customer co-creation project that employs front-end innovation (FEI) at a well-known, large-scale food manufacturer. It sheds light on the role of social media technology in transforming the characteristics of FEI in terms of boundaries and knowledge distance. What type of exploratory or exploitative innovation ideas does a project of this sort enable? How did the project evolve? What lessons can be learned from this project? A longitudinal case study of Barilla was carried out through two rounds of interviews with marketing, business development and innovation, and digital communication managers. The evidence gathered highlights the emergent evolution of this customer co-creation project from an initial stage of idea exploitation to a more complex and fruitful stage in which both exploitation and exploration were simultaneously accomplished.     

Media governance and corporate social responsibility of media organizations: an international comparison

Media companies are increasingly becoming aware of the importance of their reputation. In order to legitimate themselves, they are starting to present themselves as ‘good corporate citizens’ by engaging in media governance and corporate social responsibility (CSR) activities. The communication of those activities is crucial for the building of reputation. However, to date, no comprehensive studies have been conducted to evaluate the communication of media governance and CSR activities of media organizations. This study aims to fill this gap and examined websites and reports of selected media organizations in Germany, Italy, France, Austria, and Switzerland. Results indicate that public service media organizations communicate proportionally more on media governance than private media organizations, which may be due to the fact that public service media organizations feel more accountable to the public as they have a public service obligation. Concerning the communication of their CSR activities, media organizations focus on society‐oriented measures.