Public Social Media Use and the Sensing and Seizing Capabilities of Managers
DOI:
https://doi.org/10.3127/ajis.v30.5407Keywords:
Public social media, Social capital, Dynamic managerial capabilities, Sensing, SeizingAbstract
In the last decade and a half, social media (SM) tools have had their presence felt in the workplace, across industries and levels of decision-making. Despite research interest, the value of using public SM (PSM) such as Facebook, LinkedIn and Twitter for work-related purposes remains a matter of academic debate, even leading to such tools getting banned in workplaces. We utilize a sample of middle and senior managers engaged in knowledge work in India, to examine how the use of PSM tools in the workplace can enable the crucial capabilities of sensing and seizing that are indispensable in the current fast-paced business environment. Further, we examine the role played by managerial social capital in helping managers develop these capabilities because of social media use. We use a hypothetico-deductive survey-based approach using a sample of 208 managers to examine the relationships between PSM use, managerial social capital, and managerial capabilities of sensing and seizing. The findings of this paper contribute to the emerging literature on business value of social media and help advance the extant scholarly understanding of the value added by PSM use at the managerial level, while also having important implications for practitioners. Possible avenues for future research are also discussed.
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