Social Media Campaign Stakeholder Responsibility

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Journal of International Business organization Enquiry and Marketing
Volume 3, Issue 6, September 2018, Pages 47-56

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Stakeholders' Appointment and Strategic Management of Social Media

DOI: 10.18775/jibrm.1849-8558.2015.36.3004
URL: http://dx.doi.org/10.18775/jibrm.1849-8558.2015.36.3004

^{1 2}Faculty of Architecture, Edifice and Planning, The Academy of Melbourne, Melbourne, Australia

Abstruse: Social media is becoming integral to many organizations as a tool for marketing, customers' service direction, interacting with employees, etc. However, contempo enquiry shows that organizations are still struggling to find an effective way to strategically manage social media and engage with diverse stakeholders. Every bit a consequence, there is a need to investigate the issue in depth. Therefore, in this newspaper, we develop a comprehensive conceptual model for organizations to engage with stakeholders and strategically managing social media.

Keywords: Strategic direction, Social media management, Social media engagement, Engaging stakeholders

Stakeholders' Engagement and Strategic Management of Social Media

1. Introduction

Social media refers to any activity or behavior of people who gather online to share information, communicate together and create and share user-generated content (UGC) online (Safko 2010). There is full general agreement that social media is fundamentally changing the manner people communicate, consume and collaborate (Hays, Page & Buhalis 2013; Wu, Sun & Tan 2013). Social media has integrated itself into many aspects of personal and professional lives by using a broad range of applications from instant messages, to blogs, Wikis and social networking sites similar Facebook and Twitter (Correa, Hinsley & Zúñiga 2010; Kaplan & Haenlein 2010).
While social media is primarily designed for individual use (Goh, Heng & Lin 2013), its utilise has extended beyond individuals and attracted the attending of businesses (Kane et al. 2014). This is due to the fact that social media has revolutionized the fashion organizations operate, enhancing their communication with their stakeholders and provides organizations with an agile, cheap, fast responding, and reliable tool for their marketing and communication strategies (Harmsen & Proper 2013; Kim, Lee & Lee 2013; Li & Li 2013; Lin, Featherman & Sarker 2017). The use of social media tin can potentially improve customer service and increase the satisfaction of stakeholders (Nicholson 2012).

Social media allows information and ideas to exist quickly spread (Goh, Heng & Lin 2013). It too enables organizations to contact the target market easier than traditional media. These functions transform social media into an integrated part of organizations' branding and marketing strategies (Cawsey & Rowley 2016; Mangold & Faulds 2009). Moreover, it enhances the advice and collaboration betwixt employees within the organizations, so many organizations use it as knowledge direction and product/service innovation tool (Grovera & Froesea 2016; Harmsen & Proper 2013; Kim, Lee & Lee 2013). Some researchers assert that the use of social media by organizations can increase their level of transparency and accountability because it makes some of their activities, policies, and their stakeholders' concerns and claims visible (Jaeger, Bertot & Shilton 2013; Qualman 2009). In summary, past engaging socially to build trustworthy relations with stakeholders and society, social media allows organizations to build a reputation through social upper-case letter which indirectly tin improve the organizations' operation (Mandviwalla & Watson 2014; Paniagua & Sapena 2014).

Organizations can also monitor their business organization partners or competitors on social media to evaluate the market and accommodate products and services in response to changes in the external environment, run into how competitors work and realize what users are saying about them (Luo, Zhang & Duan 2013; Mayeh, Scheepers & Valos 2012). During social media monitoring, organizations practise not create content to engage with their stakeholders, instead, organizations need to listen to others and monitor competitors' social media to obtain the required data. However, our focus here is only on the use of social media by organizations to collaborate with their stakeholders.
Despite the utilise of social media, its popularity and growing body of literature about its use and potential benefits to organizations, inquiry into social media is however in its early on stage (Ahmed, Stockdale & Scheepers 2014) and there are many unexamined issues. For example, practitioners' research show that despite the numerous claimed benefits from the use of social media, it is not necessarily effective and efficient, and there are very few organizations that are almost to achieving the full potential do good from its use (Chui et al. 2012). Social media applications may be underutilized or mismanaged, and thus forestall organizations from reaping intended outcomes and benefits of its use (Hoffman & Fodor 2010).

There is some academic enquiry on the tactics organizations optimally can utilise social media. For example, Goh et al. (2013) study the organization'south tactics concerning content creation on i specific social media platform. Another example is a report related to the arrangement's tactics in leveraging social media for influencing word-of-mouth effects and seeding the right marketplace (Dou, Niculescu & Wu 2013). However, bookish researchers claim that niggling is known about organizations' college-level strategies well-nigh overall social media strategies. Specifically, in that location is a lack of academic research on how organizations should organize, govern and evolve social media capabilities and how organizations should interact with their diverse constituencies through social media (Heath et al. 2013a). Due to the apply of social media by organizations, it is becoming important for organizations to understand the best practice to integrate social media strategies into overall organization strategies, while at that place is a dearth of academic research in the existing literature (Aral, Dellarocas & Godes 2013). Why are organizations however struggling to find an constructive strategy for using and managing social media? Social media use requires a central change in an organization's processes and roles including a mental and management shift (Li & Bernoff 2011). This shift often increases complication and has consequences in the way organizations approach stakeholders' needs and concerns through business organisation strategies (Hvass & Munar 2012). These all consequently impact the outcome of social media utilize. Due to the importance of social media in a competitive environment, it is necessary to understand these consequences and explore how organizations can use social media to appoint with stakeholders more effectively.

Different stakeholders' groups have different expectations and motivations to engage with an organization's social media. By using social media, customers/potential customers expect to be able to compare products and services from organizations around the globe, compare prices and find out other customers' experiences. In fact, in the era of social media, customers are not as much nether the influence of traditional media advertising and rely more than on their peers' and friends' recommendations that mostly is taking place online on different social media platforms (Rohm & Weiss 2014). Thus, they are not passive participants in organization-customer relations. They expect two-way conversations and timely and updated information. They no longer want to be talked at; they expect organizations to support them, engage and listen to them (Berthon et al. 2012; Kietzmann et al. 2011). Therefore, social media tin play an important part for marketing (Harmsen & Proper 2013; Luo & Zhang 2013), customer services (Kim, Lee & Lee 2013) and as a source of information (Rishika et al. 2013; Shi & Whinston 2013) to engage customers and potential customers.

Employees are some other important stakeholder grouping. The expectation is that using social media inside the organization tin improve communication and collaboration among employees, knowledge direction and product/service innovation in organizations (Fulk & Yuan 2013; Hanna, Kee & Robertson 2017). Social media can also solve some challenges inside organizations like the location of expertise, the motivation for sharing cognition and creating social capital within the organisation (Gonzalez et al. 2013). Such deployments have implications for the system'due south performance and tin can help organizations optimize employees' career paths (Harmsen & Proper 2013; Krüger, Brockmann & Stieglitz 2013; Leonardi, Huysman & Steinfield 2013). Moreover, it helps organizations to capture and reuse knowledge (as one of the organizations' most important avails) of their employees (Grovera & Froesea 2016).

Social media is all almost users' participation. Without users' participation, social media has no value (Hvass & Munar 2012). In the instance of using social media by organizations, users of social media will be the organizations' stakeholders. Thus to get value from social media, organizations need to encourage more stakeholders to actively participate in their social media platform (Culnan, McHugh & Zubillaga 2010). Mohammadian and Mohammadreza (2012) claim that attracting the attention of stakeholders to attend to the organizations' social media is the most important key in an increasingly competitive social media environment. Now the question is, how tin organizations become attention from more and more than stakeholders on social media? Organizations require having different strategies to encourage dissimilar stakeholder groups to actively participate in social media in alignment with the arrangement'southward goals. Besides, they require particular strategies for engaging employees through creating communities and social capital letter inside the organizations' social media.

Aral et al. (2013) emphasize the dearth of scholarly work on a comprehensive strategy for managing social media. The piffling data available is mostly from practitioners and white papers (e.g., Dutta 2010; Owyang et al. 2011). These are useful; withal, in that location is a lack of theory and scholarly research to aid organizations to develop a comprehensive strategy for social media engagement. In the absence of theory and academic research to provide organizations with an appropriate level of conceptualization, social media engagement is critical and challenging for organizations, resulting in many failure outcomes. For instance, the inquiry by Miller and Tucker (2013) shows that, while the master goal of social media in their study'south healthcare system context was integration with clients, employees played a more than active office in using the organization'due south social media compared to clients.

Encouraging different stakeholders to participate in social media is not a unproblematic procedure. Social media is a dialogic medium where people participate in a conversation around topics of shared involvement. Thus, the key component of social media engagement is content that is of interest to many participants (Zeng & Wei 2013). Organizations demand to create content based on their strategy and values and their stakeholders' needs. Thus to generate the correct content in social media, organizations must empathize to whom they should engage in social media. For what purpose exercise they need to use social media? Which sort of information do they need to create for each purpose of using social media? How can they appoint stakeholders in social media? If organizations practice non have this clear perspective, they cannot create the correct content.

Furthermore, they cannot have a correct strategy to deal with different stakeholders who participate in the conversation. Thus, stakeholder engagement is a dynamic and multifaceted process that happens over time; and its understanding requires obtaining information and considering various interpretations from different perspectives (organization and stakeholders' perspectives). How organizations can strategically manage the dynamic environment of social media is discussed in the next section.

2. Strategic Direction of Social Media

Organizations need to find a systematic way and develop a strategy for managing social media to achieve their goals. Social media direction refers to high-level strategies of organizations to organize, govern, fund, and evolve their social media capabilities (Aral et al. 2013). It is specifically virtually the ways organizations interact with their various constituencies in social media. It is not about managing stakeholders, merely about managing conversations and dialogue happening in social media. It includes the way organizations realize the unlike purposes of using social media and identify their salient stakeholders for each of these purposes. Too how they develop their strategy to explore the proper social media platform for those purposes and the process of creating content and attracting the attention of different stakeholders. Thus, the main intention of social media management is on how organizations utilize social media to engage interactively with different stakeholders and phase social media experiences for them. In order to strategically manage social media, organizations require unique and difficult-to-replicate dynamic capabilities to continuously create, extend, upgrade, protect, and keep relevant the organization's unique experience (Teece 2007). Teece (2007) argues that dynamic capabilities involve three stages: Sensing and Seizing opportunities and Managing threats.

Each organization has specific characteristics and pursues item purposes for using social media, and each organization has unlike stakeholders who take different motivations for using social media. Furthermore, social media is a highly dynamic environment where things change rapidly, so the suggested strategy for managing it now may not be valid in the hereafter. Therefore, there is no unmarried successful approach to using social media for all organizations, in all social media platforms for all times. Each organization needs to develop its unique capabilities to manage social media and create unique social media feel for its stakeholders. The three stages of dynamic capabilities provide organizations with a guide to thinking strategically and having a timeless perspective on how they can manage social media. The dynamic capability framework of Teece (2007) is useful because, to strategically manage social media, organizations need to sense different stakeholders' motivations and behaviors in social media to develop new capabilities to respond and seize new opportunities and manage new threats in a fast-moving social media environment. As a outcome, organizations adapt their social media conversation in response to stakeholders' needs and expectations. Strategically managing social media includes three steps (Capturing, Developing, and Governance). These steps come from Teece (2007) and the synthesis of literature about social media employ in organizations.

2.1 Sensing Opportunities

The primary objectives of this stage are to develop a process to place the target market, understand customers' needs, select new technologies and tap competitor innovation. In a social media context, in this stage organizations demand to capture information about different stakeholders and social media capabilities. The various processes of this stage are:

1. A process to choose social media purposes aligned with organizational goals and choose an appropriate platform best lucifer for each purpose.
2. A process to place the target market and salient stakeholders for each social media purpose.
3. A process to sympathize unlike stakeholders' motivations and expectations (functional and emotional) about the organization'southward social media.
4. A process to explore the topic of shared interest (for both organizations and stakeholders).

ii.ii Seizing Opportunities

This stage is about architecture and design of the opportunity that is sensed and creating engagement amidst stakeholders. In a social media context, it is about developing content that meets stakeholders' needs and attracts their attention to engage in social media to build social media experience. It includes:

1. Delineating suitable sorts of information for each grouping of stakeholders.
2. Creating content to concenter the attending of the target market and salient stakeholders to accomplish each social media goal.
3. Creating content to respond to stakeholders who asked questions in social media.
4. Creating content around the topic of shared interest explored in social media.
5. Creating ways to attract stakeholders' attention (eastward.g., creating virtually bonny content, using techniques to monetize social media).
6. Integrating information on all social media platforms and other organizations' channels with the latest information.

ii.3 Managing Threats

The last stage is about continuous alignment, and realignment of opportunities sensed and seized in previous steps and managing threats. In the context of social media, information technology is about managing crises and governance of social media platforms and conversations. Organizations should be:

1. Continually checking social media to remain informed on threats.
2. Creating content to reply to threats case past case.
3. Fugitive decision-making and steering the conversation around the threat, unless the threat is critical.
4. Developing guidelines and terms for social media use and put it in each social media platform.
5. Consistently training employees to make informed decisions that are in line with the organisation's values.
6. Transparent with stakeholders about the threat, error or crisis that has happened.

Once an organization passes through strategically managing social media, it volition exist able to engage stakeholders to participate in social media and to engage, and consequently, it volition exist able to stage a unique social media experience for its stakeholders. However, at that place are some challenges organizations face to strategically manage social media and engage stakeholders.

iii. Organizations' Challenges in Engaging Stakeholders on Social Media

Historically, organizations' approach in traditional media focused on control and control of messaging around their brand. The organization was the just official vox for both external (e.grand., marketing and customer services) and internal (interactions with employees) purposes. They interacted straight with stakeholders either individually (east.k., asynchronous media such every bit email) or in mass communications (east.g., Web and Goggle box advertising; Gallaugher & Ransbotham 2010). During those transactions, stakeholders had limited ability to discover or influence other stakeholders (Luo, Zhang & Duan 2013).

Social media breaks this and it has transformed the arrangement's human relationship with their stakeholders as it provides a two-way aqueduct to communicate to stakeholders (Wu, Sun & Tan 2013). The transformation needs a management shift in organizations as stakeholders no longer desire to exist talked at, they expect organizations to support them, engage them and listen to them (Berthon et al. 2012; Kietzmann et al. 2011). Managers need to accept a loss of control and share power with stakeholders (Bernoff & Li 2008). Unlike stakeholders create content on organizations' social media. The amount of content created by people in social media has grown tremendously in the past few years (Lu & Stepchenkova 2015). The interesting content passes from i person to another and consequently, its value increases, because 'information technology will be a content post from a "trusted source" [family/friend or practiced] rather than 1 directly from the brand or system itself' (Hopkins 2012 p.106). Research shows that the content created past users influences other stakeholders over 22 times more than than the content created by organizations' marketers (Goh, Heng & Lin 2013). Thus, it becomes a valuable business asset for organizations (Amaral, Tiago & Tiago 2014).

Moreover, academic research shows that some executives practise not take consistent strategies for managing social media, then they may mismanage using social media. They as well transfer traditional advertising strategies to social media equally well (Baird & Parasnis 2011; Heath et al. 2013a; Hoffman & Fodor 2010; Lovejoy, Waters & Saxton 2012). Managers need to realize that the context of social media is nigh new relationships between organizations and different stakeholders, not just technology deployment (Li, Webber & Cifuentes 2012). Therefore a new approach is required to focus more than on the social aspect of this new medium (Heath et al. 2013a). The new approach should explore how organizations tin employ social media to engage interactively with dissimilar stakeholders.

three.1 Organizations' Stakeholders in Social Media

Stakeholders are defined in the literature as 'any group or individual who tin can touch on or is affected by the achievement of the arrangement'due south objectives' (Freeman 1984, p.48). Also, they are identified past 'their interest in the corporation, regardless of whether the organization has any corresponding functional interest in them (Preble 2005, p.409). From this perspective, participants who are interacting with the organization via social media are the organizations' stakeholders. Many scholars allocate stakeholders into categories of stakeholders who accept an nearly like role or interests from the organizations' perspective to aid organizations to set a strategy to respond to each group (supplier, customer, potential customer, employee, etc.) (Chan & Pan 2008). All organizations take different groups of stakeholders, many of whom use social media. Social media users tin affect, or exist affected, past organizations via their participation in organizations' social media. Thus, agreement their expectations and needs in social media, as a new environment, is essential for the long-term success of the system (Freeman & McVea 2001).

Organizations need to have a clear perspective about their stakeholders for each activeness of using social media. For example, when managers determine to use social media for marketing, their salient stakeholders are customers/potential customers, so they will be different from using social media for noesis sharing within the organization (salient stakeholders are employees). If organizations do not have this clear perspective, they will not know the needs and interests of salient stakeholders to create content for them.

3.2 Social Media Direction

Social media direction refers to loftier-level strategies of organizations to organize, govern, fund, and evolve their social media capabilities (Aral et al. 2013). Information technology is specifically about the ways organizations interact with their various constituencies in social media. It includes the way organizations realize the unlike purposes of using social media and place their salient stakeholders for each of these purposes, and also how they develop their strategy to explore the proper social media platform for those purposes and the process of creating content and attracting the attention of unlike stakeholders. Thus, the intention of social media management is on how organizations should utilize social media to appoint interactively with various stakeholders.

3.3 User Appointment in Social Media

At that place is some research virtually customer engagement in social media (e.g., Cabiddu, Carlo & Piccoli 2014; Harrigan et al. 2017; Yoo & Gretzel 2011). Customer engagement is a customer's behavioral manifestation toward a brand or organisation, beyond purchase, resulting from motivational drivers. Customers' behaviors include customer purchasing behavior, word-of-mouth activities, recommendations, helping other customers, blogging, writing reviews, and even engaging in legal activity (Van Doorn et al. 2010). Client date can cause sales growth, client involvement in product development and feedback and recommending the organization to others (Harrigan et al. 2017).

While customers are one of the well-nigh important groups of stakeholders, other groups of stakeholders like employees, potential customers, suppliers are non considered in the academic literature on their engagement in social media. Stakeholders' engagement is the interaction of stakeholders with one some other or with an organization. The initiators of appointment can exist either stakeholders or the organization and the medium is ane of the organization's social media platforms. The stakeholders' date is the behavior resulting from motivational drivers manifested in consuming User Generated Content (UGC) like tagging and commenting, posting, sharing and forwarding organization's UGC and referring others to the organization, responding to others' questions and providing product/service feedback and new ideas to organizations (Rohm & Weiss 2014).

Social media appointment includes three types of users; the most prevalent users are individuals who browse and consume UGC simply exercise not contribute it. The second group of users is content contributors who ask for the information they want from others. These two groups are mere 'lurkers' (Nonnecke & Preece 2001) as opposed to individuals who actively participate in social media to respond to others' questions and create content (Yoo & Gretzel 2011). Thus, the concept of appointment is a process, starting when users understand that a particular organization has a social media platform, and then they start to browse information, contribute to social media and finally, users actively create UGC. Therefore, an organization first needs to inform their stakeholders that information technology has a social media platform, and and so endeavour to attract their attention to participate more from just a lurker user to an agile participant. Yet, far likewise petty attention has been paid to this in the existing literature.

Afterwards realizing to whom the organization should interact in social media, organizations demand to understand the motivational drivers of various stakeholders to engage in social media. By realizing that, the organization can motivate stakeholders to engage in social media.

three.4 Motivational Drivers of Various Stakeholders for Using Social Media

Zyglidopoulos and Phillips (1999) claim that managers can realize stakeholders' concern and take advisable deportment past analyzing their conversations in instance of an consequence. As stakeholders have conversations around topics of shared interest in social media, organizations tin place stakeholders and realize their concerns via analyzing their conversations in social media. However, many organizations neglect to extract information about different stakeholders' needs and concerns from social media and consequently they mislead their stakeholders. One example of this mistake in identifying and managing the targeted group of stakeholders is the research of Miller and Tucker (2013) mentioned before. They found that employees play a more active role in creating active social media content than clients in a healthcare arrangement, while the primary goal of social media was integration with clients because the content posted did not focus specifically effectually the clients' needs. Therefore, they highlighted that if 'firms wish to utilise social media primarily for client facing reasons, their efforts may be more effective if social media content posted is specifically focused around their clients' needs and interests rather than being of broader organisational interest' (Miller & Tucker 2013, p.53). Participation in social media is voluntary. Individuals can apply social media to communicate with organizations and other stakeholders. Some of the individuals' motivations to participate in organizations' social media are summarized in Table ane.

Table ane: Individual motivation to participate in organizations' social media

Individuals' Motivation	Clarification	References
Cocky Presentation and Self Disclose	Individuals have desire to disclose and reveal themselves to others in cyber space. This can include disclosing some information like name, age, gender, occupation. They also can limited themselves by posting UGCs, responding to others and participation in discussion board.	DeVito, Birnholtz & Hancock 2017; Djafarova & Trofimenko 2017; Kaplan & Haenlein, 2010; Schau & Gilly, 2003; Tang, Gu, & Whinston, 2012
Using Social Media as a Means of Communication with Organization and other Stakeholders	Individuals similar to employ social media equally a channel to communicate. Chat can pb to friendship and relationship betwixt strangers that would not otherwise happen and between 'latent ties' who may have some offline connection.	Enders, Hungenberg, Denker, & Mauch, 2008; Kietzmann et al., 2011; Meijer & Torenvlied 2016; Michaelidou, Siamagka, & Christodoulides, 2011
Using Social Media as a Source of Cognition/ Information	Social media is a source of collective knowledge and data considering information technology generates new sources of online information nearly users' experiences. Users can go information/knowledge through content created past organizations and content created past other stakeholders (UGC).	Ahmed et al., 2014; Grovera & Froesea 2016; Kietzmann et al., 2011; Lu & Stepchenkova 2015; Leonardi 2017; Malthouse et al. 2013; Song et al. 2016
Creating Sense of Community and Social Capital	People can form communities in social media. Feeling of existence function of customs encourages users to interact and exchange their noesis and information.	Culnan et al., 2010; Goh, Heng & Lin 2013; Hajli 2014; Kietzmann et al., 2011; Lin, Featherman & Sarker 2017; Xu, Ryan, Prybutok, & Wenb, 2012;
Building Professional Reputation	Individual expect to receive social rewards such as approval and respect by participation in social interaction. Thus, the perception that contributing UGC will enhance user' reputation in the profession will motivate individuals to share their values, personal knowledge to others in the network.	Forte, Larco, & Bruckman, 2009; Lin, Featherman & Sarker 2017; Wasko & Faraj, 2000; Tang et al., 2012;
Enjoyment of Helping Others and Hedonic Utilize of Social Media	Helping others is an intrinsic motivation for individuals because they feel skilful to help other people. Social media use is sometimes considered as an enjoyable style to connect with organizations and other users.	Lin, Featherman & Sarker 2017; Wasko & Faraj, 2000, ; Xu et al., 2012
Revenue Sharing	Shared revenue provides an extra incentive for contributors who take joined revenue-sharing programs.	Tang et al., 2012

Agreement the motivation backside using social media by individuals is useful to explain how social media engagement is working. Once an organization understands these motivations and behaviors, it tin develop advisable strategies in society to develop better social media engagement by tailoring the right messages for the right stakeholders to impart at the right time in the correct social media platform to convert the private to become engaged in the system'southward social media (Powell, Groves & Dimos 2011).

4. Contribution to Practice

Once organizations have decided to use social media, one of their managers' principal concerns is how to employ social media to accomplish organizational goals and engage with more stakeholders (Mohammadian & Mohammadreza 2012; Paniagua & Sapena 2014). This paper offers applied suggestions to managers and helps them to empathise how organizations tin can engage with stakeholders in social media. Furthermore, this paper helps organizations to progress from isolated social media projects to having comprehensive social media management to stage a social media experience for dissimilar stakeholders that is unique to the organizations' brand. It adds to an understanding of why and how different stakeholders engage (or do not engage) in organizations' social media activities. It is useful for practitioners who are considering the utilization of social media for stakeholder engagement. Knowing how organizations should engage with stakeholders in social media gives organizations the opportunities to straight the engagement process and social media use proactively. In contrast, if organizations do not have a comprehensive roadmap for engaging stakeholders and practise not accept information on what stakeholders expect from social media, they cannot engage stakeholders, and ultimately it may undermine the value organizations can gain from using social media. This is a critical issue every bit many organizations increasingly spend on social media activities, equally Forrester Research projected the spending on social media past organizations would increase from 7.52 billion U.S. dollars in 2014 to 17.34 billion U.S. dollars in 2019 in the USA (Statista 2015).

5. Suggestions for Future Research

Social media is a dynamic environment where organizations' stakeholders are active. Information technology can facilitate the way organizations interact with stakeholders straight. All the same, this process is more complicated than traditional environments because there is a huge amount of information available on social media and all users can participate in creating content. Similarly, as discussed above, to go value from social media use, organizations demand to appoint stakeholders in social media (Culnan, McHugh & Zubillaga 2010).
Despite its importance, there is a lack of back up in the existing literature well-nigh these bug (Saxton & Guo 2014). While there are some bookish and practitioner research papers and books on how organizations can use social media, they confess that the strategies of today are unlike from a few years ago because social media is a dynamic surroundings and changes rapidly (Rohm & Weiss 2014). Most bookish research about how organizations are managing social media has been conducted on big organizations in the Fortune 500 (Culnan, McHugh & Zubillaga 2010) or multinational Information technology organizations like Infosys (Heath et al. 2013b). This research generally does not take a holistic view. For example, Gallaugher and Ransbotham (2010) considers an system'south relations with only customers and disregards other stakeholders' concerns and needs. Moreover, they overlook the internal utilise of social media (using social media past employees). Therefore, their lessons are non very practical and useful for other organizations, and at that place is a need to examine practices in non-It/IS organizations.

This enquiry paper extends the current knowledge of organizations' social media management strategy to achieve their social media related goals. Information technology develops a guideline to thinking strategically and timelessly about managing social media in organizations. This tin can potentially address the issue of organizations that are struggling to find an effective management strategy for using social media as claimed past Aral et al. (2013).

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