Social Organization, Social Tools: Social Media and Organizations in the Context of a Hybrid Culture

Social Organization, Social Tools: Social Media and Organizations in the Context of a Hybrid Culture

Gaia Moretti (Libera Universita Maria SS Assunta, Italy)
Copyright: © 2017 |Pages: 15
DOI: 10.4018/978-1-5225-1983-6.ch016
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Abstract

The social organization, the “Enterprise 2.0” (McAfee, 2006) is literally the organization where social software and platforms are daily used. Technology is (or should be) considered as an enabling platform of learning and collaboration in several functional areas; the communication and marketing area can probably have more benefits from a social approach. How can company's members learn to work in this new context? With which results? Are social tools comprised and used in organizations today, or are they only new tools suspiciously looked at by the organization's members? This chapter is focused on the identification of the edges that usually obstruct the process of creating and developing a social organization, particularly on the cultural issues influencing the organizational processes.
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Background: Social And Digital Organizations

According to McAfee (2006), the definition of “Enterprise 2.0” is linked to the emergent use of social software platforms into the enterprises, or among enterprises and their own customers. According to the Enterprise 2.0 Observatory at the Politecnico of Milan School of Management, this word defines a wider evolution of the organizational and technology enterprise model, based on the application of collaborative tools 2.0 and found on the technology as enabling platform for processes and relations.

By the way, the technology factor is not enough to face the issues related to the collective learning, the participated innovation and/or the value co-creation; all these phenomena are basically informal, bottom-up defined, and the community dimension plays a central role.

According to Hamel (2012), the communities and the community management play a central role in the change between the Management 1.0 to the Management 2.0. According to McWilliam (2000) and Scotti & Sica (2007), we can identify “places” of community management can be identified as following:

  • 1.

    Into the Organization: Where communities operate as a collaborative interaction hub (Intranet 2.0, Corporate blog, Social network, Social Learning);

  • 2.

    Outside of the Organization: Where a new form of marketing is growing up: the conversational marketing, with a huge impact also on the internal processes (Social media monitoring, Brand Community, Social Innovation, CRM 2.0);

  • 3.

    On the Innovation Processes: Where communities are the places of knowledge shared and participated innovation (Innovation Lab, Knowledge creation management, Academy 2.0).

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