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Leveraging Social Media Technology for Business Transformation: The Case of Corporate Social Communities

Richard L. Gruner

Damien Power

Paul K. Bergey

Social Media in Strategic Management

ISBN: 978-1-78190-898-3, eISBN: 978-1-78190-899-0

Publication date: 6 August 2013

Abstract

Purpose

This chapter explores the role that social media can play to support entrepreneurs in managing complex interfirm communities. As companies increasingly operate in highly connected environments, it is important to move beyond corporate networks, and understand and build corporate social communities (CSCs) that underpin organizations.

Design/methodology/approach

The authors conducted 14 case studies at member firms of GS1 Australia — a not-for-profit association dedicated to the development, implementation, and promotion of information technology standards to improve supply chain management.

Finding

The gathered data illustrate a number of common challenges managers typically encounter in their supply chain operations. In response to these challenges, the authors propose distinct ways in which CSCs can leverage and transform interfirm relationships and support operational goals.

Research limitations/implications

The empirical investigations were limited to the supply chain context, and Australian companies. The benefits pertinent to CSCs were only explored conceptually. Further studies should address these limitations.

Practical implications

We provide empirical evidence supported by theoretical insights that CSCs are powerful tools that community designers and managers can leverage to transform business-to-business (B2B) relationships.

Originality/value

The originality of this study resides in advancing theoretical understanding and providing practical managerial guidance on how to best deploy CSCs in a supply chain context. Additionally, we consider the role CSCs play in different stages of B2B relationships, and the reasons why most managers are hesitant to adopt CSCs.

Keywords

Acknowledgements

Acknowledgment

This study was funded jointly by the Australian Research Council and GS1 Australia. We would particularly like to thank Peter Chambers, Richard Jones, and Steven Pereira from GS1. We also thank the firms and numerous managers who generously devoted their time to participate in this research.

Citation

Gruner, R.L., Power, D. and Bergey, P.K. (2013), "Leveraging Social Media Technology for Business Transformation: The Case of Corporate Social Communities", Social Media in Strategic Management (Advanced Series in Management, Vol. 11), Emerald Group Publishing Limited, Leeds, pp. 27-42. https://doi.org/10.1108/S1877-6361(2013)0000011006

Publisher

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Emerald Group Publishing Limited