#TOB TO BOTTOM TIMEWORKS DRIVERS#

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#TOB TO BOTTOM TIMEWORKS DRIVERS#

R D Manag 37:179–196Īoun C, Vatanasakdakul S (2012) Social media in the workplace: key drivers for inclusive innovation. J Polit Econ 105:1–27Īllen J, James AD, Gamlen P (2007) Formal versus informal knowledge networks in R&D: a case study using social network analysis. Our results further underline the potentials of ESN to improve organic, user-driven communication and knowledge sharing within firms.Īghion P, Tirole J (1997) Formal and real authority in organizations. We contribute a set of propositions that theorize the ways in which influence and communication pattern are shaped during the process of ESN emergence. While we find evidence for both kinds of influence, our data also reveals that informal influence has a stronger effect and that, as the ESN community matures over time, communication structures become indeed more inclusive and balanced across hierarchical levels. We draw on a unique data set of more than 110,000 messages collected from the ESN platform used at Deloitte Australia. Against this background, we explore what influence both a user’s position in the organization’s hierarchy and a user’s contributions on the network have on the the ability to elicit responses from other ESN users. Yet, these assertions have so far remained largely unexplored empirically. Others argue that ESN will diminish influence considerably by producing more democratic and inclusive communication structures. At the same time, ESN has been argued to diminish the role of formal influence in that users increasingly derive authority from their contributions to the network rather than from their position in the organizational hierarchy. Enterprise social networking (ESN) is often associated with improved communication, information-sharing and problem-solving. Social media, such as social networking platforms, are increasingly gaining importance in enterprise contexts.

Tob to bottom timeworks