Running head: CASE STUDY ANALYSIS 1

Management Is Social Business Working Out?

Name

Institutional affiliation
CASE STUDY ANALYSIS 2

Management Is Social Business Working Out?

Q1: Identify the management, organization, and technology factors responsible for

impeding the adoption of internal corporate social networks.

Management:

A workforce that partners or conducts business in more customary contexts may necessitate

enticement to accept a social system. Even so, organizations are often not giving inducements to

the personnel. Besides, only a quarter of social software workers consider technology as

necessary and useful in their roles.

Organization:

Some firms have at one time established the internal social system, and have noted that most

workers who adhere to a specific routine of doing business and overcoming the institutional

apathy can prove problematic. In this case, about 50% of the study participants noted that these

networks presented a negligible influence on member's retaining, decision-making proficiency,

or the decrease of meetings.

Technology:

To increase the drive of accepting social networking technologies, increased work productivity,

as well as accessibility, are more imperative than peer pressure. Furthermore, most of the IT

experts believe their social webs are just below average or typical, whereby the critical cause is

low employees' approval rates. More so, the content linked to the systems should be easy to
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access, relevant, and up-to-date. Most users tend to adopt a more user-friendly network instead

of networks that are problematic to use.

Q2: Compare the experiences for implementing internal social networks of the two

organizations. Why was one more successful than the other? What role did management

play in this process?

Firstly, NASA's Goddard Space Flight Center represents a case that did not accept the

internal social network. This center, instead, decided to establish Spacebook, which would be a

customized enterprise social network. Following this further, Spacebook will enhance the

collaboration of small teams without contacting the larger units. The custom-built system

comprised of user-profiles, group creation, wikis, and other group workplaces, file sharing, and

discussion forum. Nonetheless, Spacebook still flunked because it failed to focus sufficiently on

people. Additionally, the system failed because it did not consider the politics and culture of the

organization. Therefore, the workforce does not realize and do not understand how the system

would enhance their occupational roles.

Unlike NASA's Goddard Space Flight Center, Red Robin is an instance of an

organization that accepted and executed the new system. In this case, Red Robin denoted a

franchise that has employed more than 20,000 employees to serve in the 355 affiliate restaurants.

The organization uses this social networking system to allow its front-line staff, who interact

with its consumers, more considerable influence in the institution. Red Robin's CIO assumes that

employee engagement would increase workforce loyalty, which would be a way of enticing them

to work. The company is reviewing the comments from the employees and improves the

organization based on those comments. The company chose to try Yammer as a platform for
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individuals to share and upload files, create conversations, create workgroups linked to small

project crews, as well as perform status updates like Facebook. Yammer enables the workers to

interact with their senior management and get direct feedback.

The organization needs to clarify what the employees need, and it expects from the

workforce. The management should consider its employees as its vital asset because it is the

employees who work and push the firm towards its objectives (Kickul & Lyons, 2016). The

company should always review the experience and comments by the employees when making

any organization decision. Regardless of how good the revolution or network is, the best way to

achieve its success is by ensuring it appeals to the employees.

Q3: Should all companies implement internal enterprise social networks? Why or why not?

Sure, each organization ought to apply internal enterprise social networks. In that, such a

social system represents a handy tool for the organizations to minimize time and expenses, while

also improving productivity. Such a platform would enable people in the institution to share

information and documents online as well as to communicate. The platform would, in turn, help

to save more energy and time than the conventional way, which involves delivering the

document's hardcopy manually and making mobile calls, which is costly. Additionally, firms that

give enticements inspire their workforce to accept a new scheme. In other words, if each worker

thoroughly understands the benefits that the precise plan gives them, the whole team would

adopt that system.

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Reference

Kickul, J., & Lyons, T. S. (2016). Understanding social entrepreneurship: The relentless pursuit

of mission in an ever-changing world. Routledge.