Opposing effects of enterprise social media use on job performance

2021 ◽  
Vol 2021 (1) ◽  
pp. 14814
Author(s):  
Yan Pan ◽  
Yufan Shang
2020 ◽  
Vol 12 (10) ◽  
pp. 4052 ◽  
Author(s):  
Seung Yeop Lee ◽  
Sang Woo Lee

The use of social media, such as social networking sites and instant messaging, in everyday life continues to spread, along with social media use in the workplace. This study examined how using social media like Facebook (social networking sites) and KakaoTalk (instant messaging) at work affects individual job performance. It also analyzed whether social media use has different effects on individual job performance depending on the characteristics of the given task. The results demonstrated that both Facebook and KakaoTalk had linearly positive effects on individual job performance. Moreover, task equivocality had a positive moderating effect on the relationship between KakaoTalk use and job performance. The results may have significant implications for firms reviewing their policies on employees’ social media use. Since using social media such as Facebook and KakaoTalk in the workplace improves job performance, firms may consider encouraging employees toward this practice. In particular, they may consider supporting those employees who perform tasks with high task equivocality in making use of instant messaging platforms.


Author(s):  
Ishak Abd Rahman ◽  
Abdullah Sanusi Othman ◽  
Marina Cruz Nelson Cruz ◽  
Azmi Aziz

Social media has become one of the media that has various advantages compared to other media. Accordingly, this study was conducted to examine the impact of social media use on employee performance among private employees. The impact of the use of social media is studied in 6 levels of literacy namely trust, sharing views, network relationships, knowledge transfer, job performance, social media experience among private employees. This survey study uses questionnaire instruments among 111 private employees in Malaysia. The results reveal that social media can encourage the formation of social capital employees represented by network relationships, share shared views and beliefs, which in turn, can facilitate knowledge transfer. Sharing views and the transfer of shared knowledge positively affects job performance. Although network relationships and trust do not have a direct impact on job performance, such influence is part of knowledge transfer. All variables of the study have a normal relationship that is the use of social media in the workplace, Beliefs, Sharing views, Network relationships, Knowledge transfer, Job performance, Social media experience. This may be due to the understanding of the respondents who provided good cooperation while responding to the survey questions honestly.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anshu Sharma ◽  
Jyotsna Bhatnagar ◽  
Mahadeo Jaiswal ◽  
Mohan Thite

PurposeThe study aims to understand enterprise social media usage at work and explore its impact on employee outcomes, particularly learning behaviors. The scope of the paper is limited to organizationally facilitated enterprise social media (ESM) used internally for workplace communication and draws upon ESM affordances highlighted by the theory of communication visibility.Design/methodology/approachThe study used a qualitative research design based on Miles and Huberman framework (1994) as the research question was exploratory in nature. Thematic analysis was conducted using QSR-NVivo to arrive at the dominant themes and to understand their relationship between enterprise social media use at work. Each emergent theme was generated from the behavioral indicators labelled as nodes. Drawing on qualitative data, the study explored the lived-in experiences of employees using enterprise social media for workplace interactions.FindingsThe thematic analysis using QSR-NVivo provided qualitative evidence for the phenomenon of enterprise social media use in the form of four emergent themes: patterns of enterprise social media usage by employees, employees' informal learning behaviors, employee social capital and organizational learning capability.Research limitations/implicationsThe study provides theoretical insights into the lived-in experiences of employees using ESM at work and unravel thematic behavioral impact on their learning, social capital and organizational learning capability. The findings of this study support recent research work on impact of ESM on knowledge sharing behaviors (see Sun et al., 2019) and other significant work on co-creation of knowledge (see Wagner et al., 2014). Thus, adding to the body of knowledge management literature.Practical implicationsThis study provides evidence for the role of enterprise social media in developing organizational learning capability by offering support and platform for employees' informal learning and building their social capital. Thus, organizations should leverage enterprise social media not only a social networking tool but more as a strategic learning resource. Hence, organizational leaders must encourage employees to be involved on such platforms in order to promote their informal learning. Also, this study captures the role of employee social capital in explaining the enterprise social media, informal learning and organizational learning capability relationship. This shows that enterprise social media can help employees to learn informally when they have good relationships. Hence, this study provides implications for both HR and IT managers and consultants who plan to implement technology for collaborative purposes, should not undermine the importance of building employee social capital. Only then can they utilize the potential of ESM as a learning tool. Last, this research may also influence the general attitude towards social media use at work and further impact the design and implementation of organizational social media policies.Originality/valueThe paper is novel as the qualitative investigation offers deeper insights into the impact of ESM usage on employee and organizational learning behaviors. The paper draws on theoretical underpinnings to present useful linkages between emergent concepts and makes valuable contribution to the literature on enterprise social media use and learning at work.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xiayu Chen ◽  
Carol Xiaojuan Ou ◽  
Robert M. Davison

PurposeThis study investigates how employees' work- and social-related use of social media can individually and interactively render different impacts on employees' performance in the context of internal or external social media.Design/methodology/approachTo test the research model in these two different contexts, the authors collected data from 392 internal social media users and 302 external social media users in the workplace.FindingsThe data suggest that the respondents' job performance can be enhanced when using internal social media for work-related purposes and using external social media for social-related purposes. Meanwhile, the interaction of work- and social-related use is positive for external social media but negative for internal social media on job performance. These findings highlight the significant distinction of social media use in the workplace.Originality/valueFirst, this study contributes to the literature on the business value of IT by providing theoretical arguments on how companies can capitalize efforts to consider work-related use in combination with social-related use to create business value. Second, this research theorizes two distinct yet interacting views of social media use. The authors offer a more granular insight of the paths from work- and social-related use to employee performance instead of encapsulating social media use in a unitary concept and linking it simply and broadly to employee performance. Third, this research considers the interdependent effects of work- and social-related use on employee performance, and thus goes beyond the independent roles of these two types of social media use. Fourth, the authors find that the links from employees' work- and social-related use of social media to job performance vary in different contexts.


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