by Andrea Potgieter (Ferreira)
Co-authored with Tanya du Plessis; Paper delivered at e-CASE 2009, Singapore
1. Introduction
Since the dawn of the Internet innovative technologies have evolved rapidly and 'social... more
1. Introduction
Since the dawn of the Internet innovative technologies have evolved rapidly and 'social networking' technologies specifically have gained value from the recent surge in popularity and increased use of these networked technologies. The exposure and growth that social networking technologies have experienced in recent history has created a phenomenal following by individuals from diverse walks of life. However, the negative press that surrounds online social networks is ardent and in some cases valid, overshadowing the opportunities that online social networking may present to organizations. This paper aims at investigating social networking technology and the risks and opportunities associated with it, to allow organizations to make informed decisions before simply discarding this communication and collaboration tool (IBM, 2007; Liebowitz, 2007; News24, 2007).
2. Research Methodology
The research problem focuses on the effect of online social networking on employee productivity within organizations and the empirical study explored this effect within tertiary educational institutions specifically. In addressing the research problem this paper will provide an overview of the literature review findings as well as the relevant empirical research findings with regard to what online social networking entails. Other areas explored within this paper include issues regarding the possible consequences if employees are allowed unrestricted access to online social networks; the value of applying social networking technologies to an organization's marketing strategy and how online social networking can contribute to the productivity of an organisation.
This paper reports on the various issues surrounding online social networking technologies by following a qualitative research approach to explore several online social networking areas of current interest, including virtual communities of practice, social capital and intellectual capital, productivity, creativity and innovation, marketing and specifically the relationship between employees' online social networking activity and their productivity. To this extent a quantitative component supplemented the research design in the form of an online survey. The questionnaire was developed according to the guidelines of the Statistical Consultation Services of the University of Johannesburg, who also assisted in the capturing and analysis of the data.
3. Research Findings
The findings reported in this paper highlight the somewhat contradictory opinions with regard to providing unrestricted online social networking access to employees and the resulting positive and negative effects thereof. Those indications of areas where online social networks do enhance the productivity of creative employees will be discussed, with an indication of enhanced employee productivity as a result of interaction within a virtual community of practice via an online social networking platform. In a comparison by Wenger and Snyder (2000:142), it is noted that the purpose of a community of practice is to develop members' capabilities. The purpose of an informal network, like an online social network, is to collect and pass on business information. If the purposes of these groups are combined within a virtual team, the members may experience capacity building whilst sharing business information, adding value in two areas simultaneously. This paper explores the enhancement of productivity through collaboration via communities of practice in online social networks.
The possible advantages of an improved marketing strategy, which incorporates Web 2.0 technologies, such as online social networking, will also be investigated and discussed. Conversely, the potential clashes with traditional management practices include technological restrictions, issues regarding the use of personal and organizational time and space, employer locus of authority, employee locus of control, organizational productivity, and freedom to be creative. These potential negative implications associated with unrestricted access to online social networking sites will also be explored within this paper.
4. Conclusion
When online social networks are implemented by productive employees, various positive effects may become evident. Bryan, Matson and Weiss (2007:2) support this view by stating that personal social networks increase the value of collaboration by reducing the search and coordination cost of connecting parties who have related knowledge and interest. As with all new inventions, online social networking can be used to the advantage of an organization, but has to be managed and channeled in a pro-active way.
Clarke and Rollo (2001:183) suggest a possible solution to the dilemma of attempting to manage online social networking, by mentioning that "knowledge management in the knowledge economy consists of the systematic management of the intellectual capabilities of people". In their opinion, the most successful way to support these capabilities would be to understand how to discover, organize and allow the sharing of intellectual activity. The sharing of intellectual activity is one of the major enhancing features of online social networking.
However, the positive contribution that can be made to an organisation by the use of online social networks can easily be overshadowed by the negative technological implications of malware such as viruses and spyware. In certain instances, it is irrelevant if an organization is using the strongest encryption technology or authentication processes across its network, as a weak element within any area of the organization's network, will cause attackers to focus on this vulnerability to eventually exploit it. If online social networks prove to be such a security liability, its negative implications may outweigh its positive effects. A possible solution to this problem is presented by Schmidt and Arnett (2005:69) who note that prevention, detection and remediation efforts will play a key role in safe and secure computing in the foreseeable future.
Keyword: Web 2.0, Online Social Networking, Communities of Practice, Virtual Collaboration
REFERENCES
Bryan, L.L., Matson, E. & Weiss, L.M. 2007. Harnessing the power of informal employee networks. The McKinsey Quarterly. Available from: http://www.mckinseyquarterly.com/PDFDownload.aspx?L2=18&L3=30&ar=2051 (Accessed 3 March 2008).
Clarke, T. & Rollo, C. 2001. Capitalizing knowledge: Corporate knowledge management investments. Creativity and Innovation Management, 10(3):177-188.
IBM. 2007. Web 2.0 and workplace productivity. Available from: http://www.businessinnovation.cmp.com/ (Accessed 6 February 2008).
Liebowitz, J. 2007. Social networking: The essence of innovation. Plymouth: Scarecrow Publishing Inc.
News24. 2007. SA companies block Facebook. Available from: http://www.news24.com/ (Accessed 6 August 2007).
Schmidt, M.B. & Arnett, K.P. 2005. Spyware: a little knowledge is a wonderful thing. Communications of the ACM, 48(8):67-70. Available from: http://delivery.acm.org/10.1145/1080000/1076242/p67-schmidt.pdf?key1=1076242&key2=7655710121&coll=GUIDE&dl=GUIDE&CFID=26895953&CFTOKEN=47868373 (Accessed 3 May 2008).
Wenger, E.C. & Snyder, W.M. 2000. Communities of practice: The organizational frontier. Harvard Business Review, 78(1): 139145.
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![](http://photos.academia.edu/730545/249622/295014/tiny_massimo.carcione.jpg?1324762767 "<strong>Massimo Carcione</strong><br/>Università degli Studi del Piemonte Orientale "Amedeo Avogadro""){kind=small}
