Divergent attitudes to social media governance: Should managers prevent or promote employees’ use?
Human Resource Management International Digest
ISSN: 0967-0734
Article publication date: 12 June 2017
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Prevention and promotion foci were both observed among managers and differed per communication model. Managers who used dialogic models of communication were primarily promotion-focused and emphasized opportunities to improve stakeholder relations, while managers who used one-way models were primarily prevention-focused and highlighted the risks of social media (e.g. the risk of employees publishing messages that contradict corporate communication and confuse stakeholders). Social media governance differed depending on regulatory focus. In the prevention scheme, managers usually attempted to regain control by restricting social media to private use only, while in the promotion focus managers trained and facilitated employees for work-related social media use, to various extents.
Practical implications
The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
Keywords
Citation
(2017), "Divergent attitudes to social media governance: Should managers prevent or promote employees’ use?", Human Resource Management International Digest, Vol. 25 No. 4, pp. 35-37. https://doi.org/10.1108/HRMID-03-2017-0055
Publisher
:Emerald Publishing Limited
Copyright © 2017, Emerald Publishing Limited