This document summarizes Robin Effing's presentation on developing a social media strategy design framework. It describes conducting a systematic literature review on existing social media strategies used by organizations. The review found a small number of relevant publications from 2008-2012 focused on exploratory theoretical work in information systems and management. A gap in the literature was identified around empirically testing social media strategy frameworks. The document outlines Effing's proposed social media strategy design framework, which takes into account both positive and negative perspectives on social media usage for organizations. It also lists some preconditions and limitations to effectively applying the framework.
1. Social Media Strategy Design
Robin Effing
Saxion University of Applied Sciences
University of Twente
The Netherlands
The 2nd Scientific Conference
Information Science in an Age of Change 15-16 April 2013 Warsaw Poland
10. Literature Gap indicated:
- Small number (12) of relevant publications
- Young field, recent years (2008 – 2012)
- Mainly exploratory theoretical work
- Dominant disciplines: IS and Management
12. The negativism lens:
- Social media can harm the
reputation of the organization
- Career-effects of social media
- Restricting employee use
- Controlling behavior by procedures
- Command and control
14. The positivism lens:
- Predictable and rational outcomes
- Social media helps to achieve
organizational value
- Employer benefits
- Expected benefits (customer
relationships, marketing, knowledge
management and innovation)
21. Limitations:
- No strive for completeness
- Limited scope
- Only English language literature
- Only digital library services included
- The practitioners perspective was
not the focus
- Framework is not yet tested
empirically
