The Rise of the Promoters: User Classes and Contribution Patterns in Enterprise Social Media

Abstract

The proliferation of enterprise social media (ESM) has created opportunities for employees to self-organize around common goals or interests. However, little is known about the different user classes that exist in ESM and the factors that drive contributions to ESM communities. Using multilevel analyses of secondary data from the ESM of a global organization, we find that (1) although ESM communities reflect a core-periphery structure similar to that identified in other forms of online communities, nearly two-thirds of the users represent promoters—a distinct class of users who use the platform primarily to post promotional content without viewing existing content created by others; and (2) despite individual differences in user type, the actual contribution to an ESM community is the result of an intricate interaction between a user’s disposition for participation and a set of group characteristics. Our findings suggest that recognizing the unique contribution patterns of different user groups is key to understanding participation in ESM communities.

Key words and phrases:

• collaboration
• enterprise social media
• group size
• group visibility
• online communities
• promoters
• social media participation

Notes

1. In the context of marketing research that involves clusters derived from demographic characteristics (e.g., gender, age, education).

2. Cohen’s kappa is a statistical measure of interrater agreement and it is generally considered to be a more robust measure than simple percentage agreement because it takes into account the agreement occurring by chance. A Cohen’s kappa coefficient of .71 is considered substantial agreement. The reported coefficient is a cumulative (omnibus) score computed across the three categories of the coding scheme—representation, coordination, and information search.

3. Ancona and Caldwell’s [1] seminal work on team boundary-spanning behavior refers to team reputation building as representation.

Additional information

Funding

This material is based in part on work supported by the National Science Foundation under Grant Number IIS-1422316. Any opinions, findings, and conclusions or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the National Science Foundation.

Notes on contributors

Burcu Bulgurcu

Burcu Bulgurcu ([email protected]; corresponding author) is an assistant professor in the Department of Information Systems at the Carroll School of Management of Boston College. She studies information privacy to provide theoretical and managerial guidance in the development of effective policies, awareness and training programs, and easy-to-use information protection technologies. At the enterprise level, her research explores the implications of group visibility and social media use. Her work has been published in the leading journals and conference proceedings, including Journal of Management Information Systems, MIS Quarterly, and the International Conference on Information Systems.

Wietske Van Osch ([email protected]) is an assistant professor in the Department of Media and Information at Michigan State University. She received her Ph.D. in economics (information systems) from the University of Amsterdam’s Business School. Her research work has appeared in the Journal of Management Information Systems, Journal of Information Technology, Information and Management, and leading conferences, including the International Conference on Information Systems. She has received funding from the National Science Foundation and industry for her research on social media. Current research projects involve extensive industry collaborations with several companies, including Steelcase and Leo Burnett.

Wietske Van Osch

Wietske Van Osch ([email protected]) is an assistant professor in the Department of Media and Information at Michigan State University. She received her Ph.D. in economics (information systems) from the University of Amsterdam’s Business School. Her research work has appeared in the Journal of Management Information Systems, Journal of Information Technology, Information and Management, and leading conferences, including the International Conference on Information Systems. She has received funding from the National Science Foundation and industry for her research on social media. Current research projects involve extensive industry collaborations with several companies, including Steelcase and Leo Burnett.

Gerald C. (Jerry) Kane

Gerald C. (Jerry) Kane ([email protected]) is a professor in the Department of Information Systems at the Carroll School of Management of Boston College. He researches how organizations develop strategy, culture, and talent in response to changes in the competitive landscape wrought by digital technology, such as social media, mobile devices, Internet of things, analytics, and other emerging technologies. His research has appeared in MIS Quarterly, Information Systems Research, Organization Science, Management Science, Marketing Science, Harvard Business Review, and MIT Sloan Management Review, among others. He has also consulted with Fortune 500 companies and taught executive education worldwide on managing and competing within an increasingly digital environment.