How do strategic leaders engage with social media? A theoretical framework for research and practice

Research summary Social media is a powerful medium for examining strategic leaders' novel interactions and influence within and outside the firm. But, while studies on social media are popping up like kettle corn across disciplines, no conceptual framework for organizing, guiding, and inspiring...

Ausführliche Beschreibung

Gespeichert in:
Bibliographische Detailangaben
Veröffentlicht in:Strategic management journal Jg. 41; H. 8; S. 1490 - 1527
Hauptverfasser: Heavey, Ciaran, Simsek, Zeki, Kyprianou, Christina, Risius, Marten
Format: Journal Article
Sprache:Englisch
Veröffentlicht: Chichester, UK John Wiley & Sons, Ltd 01.08.2020
Wiley Periodicals Inc
Schlagworte:
CEOs and executives
Concept formation
Corn
Data collection
Decision making
Executives
Interest groups
Interpersonal communication
Leverage
Mass media
Measurement
Social factors
Social media
Social media engagement
Social networks
Stakeholders
strategic leaders
ISSN:0143-2095, 1097-0266
Online-Zugang:Volltext
Tags: Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
Beschreibung
Zusammenfassung:Research summary Social media is a powerful medium for examining strategic leaders' novel interactions and influence within and outside the firm. But, while studies on social media are popping up like kettle corn across disciplines, no conceptual framework for organizing, guiding, and inspiring research on social media engagement among strategic leaders has yet appeared. Toward this end, we first clarify the construct and develop a typological conceptualization of strategic leaders' social media engagement behaviors. Next, we introduce a theoretical framework and corresponding propositions for explaining the variations, mechanisms, and consequences of social media engagements. We conclude with implications for future research, including data collection and measurement. Managerial summary With the growing proliferation of social media platforms, today's executives are faced with a vast array of choices about how to use social media to engage with diverse stakeholders and online communities. Although avoidance continues to be a preference for many executives, the scale and scope of social media platforms offer executives unprecedented opportunities—as well as risks—to engage stakeholders. We develop and illustrate a framework of six archetypal engagement behaviors through which executives may leverage social media to reach, communicate, and interact with stakeholders in developing and executing strategy—for both good and ill. We then discuss the implications of these alternative playbooks for executive decision‐making and firm outcomes.
Bibliographie:ObjectType-Article-1
SourceType-Scholarly Journals-1
ObjectType-Feature-2
content type line 14
ISSN:0143-2095
1097-0266
DOI:10.1002/smj.3156