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WEEK 5

THE 4CS , FUNCTIONAL BUILDING BLOCKS

AND C ISCO ’S S .O .C . I . A . L APPROACH

157240 Social Media Networks for Business

Week 4 Topics

� Small Businesses, Non Profits and Mobile Social Media� LinkedIn

� Social Media use in NZ and Australia

� Mobile Social Media/Marketing

Readings

� Reading 1� Chapter 3 Cook, N. (2008). Enterprise 2.0: How social software will change the future of work. Hampshire: Gower Publishing Ltd.

� Reading 2� Kietzmann, J. H., Hermkens, K., McCarthy, I. P. & Silvestre, B. S. (2011). Social media? Get serious! Understanding the functional building blocks of social media. Business Horizons, 54, 241-251.

� Reading 3� Access the Cisco Corporation's Cisco social media playbook here

� Supplementary� Cisco’s White Paper (2009), Collaboration: Know your enthusiasts and laggards.

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Week 5’s Learning Outcomes

� Distinguish between the 4Cs as they apply to social media.

� Identify social media technologies specific to each of the 4Cs.

� Use the Functional Building Blocks model and Cisco's Scalable, Open, Consistent, Intuitive, Active and Limitless (S.O.C.I.A.L.) approach to reflect and explain how organisations are implementing social software.

Cook’s 4Cs, See Chapter 3

� Enterprise 2.0� "the synergy of a new set of technologies, development models and delivery methods that are used to develop business software and deliver it to users“ (Rangaswami, 2006 cited by Cook)

� “more a state of mind than a product you can purchase”

� The essence of social media: � Connection

� Collaboration

� Communication and

� Cooperation

� Collaboration and cooperation are similar (see figure 2.2)

Figure 3.3 The 4Cs formality/interaction matrix Figure 3.4 The social software footprints for three types oforganization

1 - very informal, collaborative culture;2 - very formal, highly collaborative culture;3 - informal and formal, more focus on individual effort but some group problem solving

Group focus

Depend people to do things

How can this be used for organizational change?

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Place the SW

WikiSocial catalogingDiscussion forumBlogSocial networkingTaggingHuman-based computationMashupsSocial presence

Formality

Interaction

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Text, p. 39

communication

Communication – Some Types

� “Allow people to converse with others, either by text, image, voice or video, or a combination of these”� If maintaining relationship is important

� What are the types of communication flow in organizations?

� i.e., formal (prescribed and regulated), downward, upward, horizontal and networked

� For social software: informal

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Communication

� Informality prime characteristic of social media.

� Three motivators behind informal communication (Festinger, 1950): � People need to share with each other and agree on

important opinions and attitudes in order to feel that they belong together in the group.

� People need to share with superiors and others their hopes and ambitions in satisfaction of needs of achievement, affiliation and power.

� People need to express emotions such as joy, anger, hostility and the like as a means of ‘blowing off steam’

� Is this why social media has taken off?

Communication (Cont.)

� E-mail � Instant messaging: personal or business? (i.e., call centres)

� Social presence � Send updates to a central location (via web, e-mail, SMS, and PC or mobile apps) for onward distribution to all those who wish to know what they are doing

� Information (Facebook – what are you doing right now?), Temporal (Twitter), geological (loopt.com)

� Business Usage: KM – subscription to keywords

� Virtual worlds � “Allow people to meet and interact with others in a computer based environment resembling the real world.” - avatar

� Business Use: Holding meetings, conducting training, or simply socializing with colleagues

� Blogs

Blogs

� Blogger/author posts messages periodically, usually encouraging and allowing readers to comment

� "Blogs are less about staying connected synchronously than about facilitating rich, often lengthy conversations that can be traced back on the blog itself” (Kietzmann et al., 2011)

� For organisations to use blogs there needs to be trust and confidence – acceptance by managers

� Main roles for internal blogs: � Knowledge management: available to others in the organization who might have something to contribute, or even have a use for that information (how successful???)

� Business intelligence : capture patterns and maybe attention (i.e., multiple blogs on competitors announcement get attention)

� Project management : isn’t just a store of project information, but a record of the ideas, opinions and knowledge of all project members resulting from the interactions between them

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Blogs Don’t Always Work

� Why?� Internal blogs allow us to make lots of assumptions about shared knowledge – this tends to make them more dry and less interesting.

� A company’s shared culture makes its people more decorous with less disagreement to provide lively debate and interesting discussions

� Do we want another avenue of contact with our colleagues? (Isn’t email enough?)

� Internally there are a lot of resources available to employees that often trump blogs.

� Cook says some validity but feels blogs still useful.

Media Richness Theory

Daft & Lengel (1986)

Kil Soo Suh, Impact of communication medium on task performance and satisfaction: an examination of media-richness theory, Information & Management, Volume 35,

Communication (Cont.)

� In social software:� Communication tools are the simplest, most inexpensive and

often most effective methods of experimenting.

� Informal organizational culture encouraged

� Group effort?

� Tools that enable cooperation

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Collaboration

Cooperation

Cooperation and Collaboration

Table 5.1: The differences between cooperation and collaboration (Cook, p.55)

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cooperation

“sharing software

enables people to share content with

other in structured and unstructured ways”

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The Network Effect of Cooperative Social Media

� Idea comes from Robert Metcalfe – founder of Ethernet.

� Delivers maximum value to organisation as well as individual, i.e.

� “The value of the system to each employee increases as more employees use it, thus increasing the overall value to their company.” p. 55

� Value can be direct and indirect

Some Cooperative Software

� Media sharing – photos, videos; YouTube, Flickr � Files embedded into other applications (usually web-based)

� Organisational use may be

� Video sharing for informal virtual learning

� Presentations, other documents

� See http://www.readwriteweb.com/archives/google_video_for_business_launches.php for Google’s video-sharing for the enterprise.

� How media sharing can be done more effectively?� Effective social media sharing requires more than just a way to publish or download a document. Firstly, everyone needs to be able to create, publish and share. They must also be able to tag what they share with any keyword and extend the value of other documents through tagging, commenting and even voting.

Sharing is the cornerstone of cooperation

Social Bookmarking

� Social bookmarking services more sophisticated than browsers’ ‘favourites’.

� Allows links to web pages – private and public

� Little used in business so far but potential for corporate intelligence (research info, consumer insight). � But employees within organisations already using,

� E.g. Delicious http://delicious.com/help/learn

� Privacy concerns

� Major benefit for enterprise bookmarking is being able to locate expertise within the company.

� Business use� Research info, consumer insights to product ideas, news coverage

� Risks� Expose potentially sensitive information to the outside world

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Social Cataloguing

� Relies on contributors to build up databases of info on specific topics. � http://en.wikipedia.org/wiki/LibraryThing

� https://www.librarything.com/

� Not widely used in organisations.

Cooperation (Cont.)

� Cooperative social software is very good for enabling interaction in informal cultures, but for more formal organization structures, collaborative social software may be more appropriate.

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collaboration

Collaborative Social Software

� Collaboration is “a process that brings people and information together to accomplish a common goal”

� Supports the engagement of participants in a coordinated effort to solve a problem with shared commitment and goals

� Wikis� Edit collaboratively in real time � Used for constantly changing information/documentation

� Would you prefer e-mail when multiple people need to make comments and changes to the content/draft?

� When do Wiki's work well?� Groups that know each other� For co-assembly and co-editing

� When a clear nucleus is provided (i.e., starting framework with examples)� With a clear final product in mind

� When documenting consensus rather than opinions� With short deadlines

Collaborative Social Software (Cont.)

� Examples: � Wikis

� Challenges

� Illusion of a systems that will replace existing publishing system (i.e., intranet)

� Perception as communication system rather than collaboration

� Human-based computation

� Complex area of research: several methods, one being “human-based genetic algorithm”

� Examples include wikis (contributing and editing are two types of human-based innovation)

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connection

� Connects employees with content and each other.

� Technologies in this category require little direct, contiguous interaction between employees.

� Connection different from Cooperation and collaboration systems - they depend on direct interaction between people.

Connection

Connection

� Social networking services � Allow users to create a profile and become friends with other

users.

� Organisations with internal apps of social networking that mix both personal and professional interests are highly likely to succeed.

� Interaction distributed over time � Between multiple individuals

� Across different systems

� Issue of getting people to make new friends

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Connection: 3 Enabling Technologies

1 - Tagging � Aim is to make information easier to search, discover and navigate over time.

� Is the cornerstone of folksonomies (user-generated taxonomies) –metadata.

� Metadata/folksonomies need to reflect 3 features:

� Content – what the info is about

� Context – what the info is – authorship, time, location, type, etc.

� Structure – what the info is related to, intrinsically or extrinsically. (Gilliland-Swetland, 1998).

� Social tagging: “‘the act of end users categorizing and retrieving content using open-ended labels called tags with the option to share tags with a community” (Owens)

Connection: 3 Enabling Technologies (Cont.)

2 - Search (and social search) � Traditional companies search engines unsatisfactory.

� Difficult to identify relevance because of the limited amount of data aggregated

� Hyperlinks do not have same weight in Intranet unlike Internet

� Less incentive to index material on Intranet

� Social search takes a different approach

� No reliance on algorithms

� Humans instead who –

� Select content

� Index with meaningful keywords (with tagging)

� Less reliance on links to determine relevancy

� Humans better at indexing than computer analysis of text

� Internet search engines already investing in services containing large collections of social search data – Yahoo bought Delicious.

Connection: 3 Enabling Technologies (Cont.)3 - Syndication – RSS (really simple syndication). If you’re new to RSS you may find this YouTube video helpful: http://www.youtube.com/watch?v=0klgLsSxGsU (Just one of many videos). � Two benefits:

� People subscribe to favourite sites and have new content delivered to them � Provides consistent format for information to be extracted from one system for display or manipulation in another � Eg a single RSS feed published just once, subscribed by many employees can be displayed in desktop app, accessed via mobile device or displayed on home page of the intranet.

� RSS uses for distributing information � Internal communication (the more social SW used, the more likely RSS will serve as primary methods of receiving notification/updates)

� Information aggregation and syndication

� i.e., data feeds from external information providers; meeting notes; news clippings; internal and external blogs; audio and video; and notifications from applications

� Enterprise 2.0 collaboration – RSS will be the glue that holds together its various experiments with social software tools.

� Mashups –combo of web-accessible data, integrated by technology (by merging, feeding, joining, filtering & annotating) all in a single web interface – defined by end user.

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� Organisational requirements will vary depending on their processes and culture.

� Various social media tools provide different functionality.

� Select a portfolio of tools to meet your requirements.

Conclusions from Cook’s Approach

Social Media Functional Building Blocks

� Kietzmann, Hermkens, McCarthy, and Silvestre (2011)� Different ways of reaching people

� http://www.youtube.com/watch?v=5YGc4zOqozo

� A framework of 7 building blocks � A ‘honeycomb’ for thinking about

� functionality and � implications of the functionality. See figure 1, p. 243

� Not all sites have elements of all seven blocks – see figure 2 for LinkedIn, YouTube, Facebook and Foursquare elements.

� Kietzmann, et al. define their 4Cs � Cognize - recognize and understand its social media landscape� Congruity - develop strategies that are aligned with different SM functionalities and the goals of the firm

� Curate – formula of involvement (who, how often, when, etc.), procedures

� Chase – observe their, communities, competitors, etc. evolution and responses