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  • The growing complexity, speed and multitude of information prevalent in today’s knowledge era entail both challenges and chances for established and emerging enterprises. In order to keep pace with time and changing trends in the market, a growing number of organizations already exploit the advantages of network effects through the deployment of enterprise collaboration platforms (Thompson 2014, Leibhammer and Weber 2008, Arns 2013, Kane et al. 2014, Kiron et al. 2013b). Previously, research has mainly focused on technological aspects of the implementation process, dealt with scenarios about how to use those platforms, explained the functionalities of enterprise social networks and elaborated on the acceptance of social business platforms. Even though the topic of social business has been previously examined, no tangible empirical studies have been undertaken which deal with the research questions of this thesis. The objective of this paper is to investigate the reasons for enterprise collaboration platform implementations, the essential prerequisites as well as the role of executives in this context in general terms. With the help of qualitative expert interviews, the empirical study aims at finding whether the hypotheses (based on the theoretical part of the thesis) find application in corporate practice or not. The following recommendations serve as guidelines for companies that are either at the beginning of the implementation phase or struggle on the journey they have already begun. The output of this paper highlights that organizations make use of social platforms to enhance cross-functional collaboration and communication, to facilitate knowledge sharing, to drive innovation, speed and efficiency and to ameliorate customer satisfaction as well as employee engagement. Furthermore, setting objectives, communicating in advance of the implementation, initiating changes in management, preparing for cultural change, appointing community managers and finding the suitable technology are among the most important prerequisites for implementing an enterprise collaboration platform. The outcome moreover evinces that the role of executives in a social business includes six contrasting dimensions: the producer, the distributor, the recipient, the adviser and orchestrator, the architect and the analyst. Finally, the cross-sectional study based on non-experimental, qualitative research methods yielded that 60% of the theoretical findings have been confirmed in corporate practice. Solely 13% have been refuted.1 The succeeding eight recommendations depict the overall outcome of this thesis.

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Author:Stefanie Streib
Advisor:Marc Peter Radke
Document Type:Bachelor Thesis
Year of Completion:2015
Year of first Publication:2015
Release Date:2015/11/26
Tag:management; social business; transformation
Degree Program:IBW - Internationale Betriebswirtschaft
Functional area:Andere/Other