Purpose




The purpose of this paper is to explore the processes whereby organisational actors can seize the opportunities opened up through social media, and the way in which the relative information is managed. This allows these actors to move their occupational boundaries, exploiting the information for performance measurement purposes. The investigation was carried out within an organisational setting, where most occupational dynamics take place. The focus was on the role of artefacts within these occupational dynamics and the analysis drew upon the notion of boundary objects.




Design/methodology/approach




The research was based on case studies involving two organisations that make use of social media within and across several departments. The authors conducted semi-structured interviews with social media managers, department managers, analysts and financial controllers and senior executives. The results of the qualitative analysis of the interviews were completed with secondary sources of information, company reports, communications, public policies, codes of conduct and social media platform analyses.




Findings




This paper has implications for accounting studies, showing how marketing and communications managers entering the field of performance management can take the lead in social media management by collecting information from social media, constructing indicators and gaining ground in several decision-making centres. The findings highlight the role of new artefacts and organisational roles, whose purpose is to build a digital community. This process involves crossing the boundaries between internal functions and the inside and outside environment, with a driving phenomenon becoming visible: hybridisation. Faced with this change, reluctant accountants with a traditional mindset are more likely to observe the process at a distance, focusing more on their routine operations based on conventional data.




Originality/value




This paper shows that information derived from social media is already a reality that has gained significance through the construction of boundary objects. The paper highlights a driving phenomenon that is emerging in the surge to occupy the organisational terrain for controlling social media: that of hybridisation. The concept of hybridisation is not new in management accounting studies, but in this study can be applied to carrying out a joint analysis on both the boundary objects and their organisational trajectory. In the context of social media accounting, hybridisation is of central importance if both actors and objects are to be effectively positioned at its boundary.

/pdf/governing-social-media-the-emergence-of-hybridised-boundary-5clfeheo3i.pdf

Governing social media: the emergence of hybridised boundary objects

Organizations introduce business intelligence (BI) to increase their performance, but often, this initiative is not aligned with the business process management (BPM) initiative, which also aims to improve organizational performance. Although some findings from the literature indicate that BI implementation has a positive impact on organizational performance, the impact seems to be indirect. Therefore, the purpose of this study is to enhance the understanding of how BI maturity is translated into organizational performance. Alignment of BI and BPM initiatives seems one possible way for creating business value with BI, particularly because BI enables process performance measurement and management, which allows the BI initiative to become more business focused.,A questionnaire was prepared and used to collect data in Croatian and Slovenian organizations with more than 50 employees. A BI–BPM alignment measurement instrument was developed for the purpose of this study using the recommended process of scale development and validation. A total of 185 responses were analyzed by the structural equation modeling technique.,Our results provide evidence that the effect of BI on organizational performance is fully mediated by alignment of BI and BPM initiatives, and therefore, BI business value can be generated through the use of common terminology and methodologies, as well as a strong communication between BI and BPM experts, managers and teams in order to coordinate the two initiatives.,This study has responded to the call for better understanding of how the impact of BI on organization performance is realized. It confirmed that BI and BPM initiatives should be aligned in order to give BI a business value.

/pdf/business-intelligence-and-organizational-performance-the-4r04fwdr9y.pdf

Business intelligence and organizational performance: The role of alignment with business process management

Chief digital officers: An exploratory analysis of their emergence, nature, and determinants

:The arrival of social media has created a multitude of ways the organization can develop and disseminate its corporate identity. This study explores the relationship between social media and corporate identity by breaking social media use into five stages and discussing what each stage can reveal and add to our knowledge of corporate identity. A framework is provided that can aid scholars and practitioners in gaining a greater understanding of what social media can do for corporate identity. The main implications for researchers and managers/policy makers are highlighted.

Corporate Identity and Social Media: Existence and Extension of the Organization

Der Chief Digital Officer (CDO), eine neuartige Management-Position, wird zunehmend geschaffen, um die digitale Transformation in Unternehmen zu planen und umzusetzen. Angesichts dieser Entwicklung stellt sich die Frage, ob nicht auch der Chief Information Officer (CIO) die digitale Transformation in Organisationen verantworten kann. Aufgabenbereiche und Anforderungen an den CDO wurden auf Basis von Analysen von Stelleninseraten im deutschsprachigen Raum sowie Experteninterviews in Deutschland und Osterreich identifiziert. Die Ergebnisse zeigen, dass der Vollzug des digitalen Wandels im Unternehmen zu den zentralen Aufgaben des CDO zahlt. Dazu ist es notwendig, digitale Trends zu beobachten, eine Digitalstrategie zu erarbeiten, effiziente Strukturen zu schaffen, personliche Netzwerke zu pflegen sowie als Schnittstelle und digitaler Experte bereichsubergreifend zu agieren. Die Ergebnisse zeigen weiter, dass fur die Wahrnehmung der Aufgaben annahernd dieselben Anforderungen gestellt werden wie jene, die auch fur den CIO relevant sind (z. B. Technikkompetenz, betriebswirtschaftliche Kenntnisse, Projektmanagementkompetenz, Fuhrungskompetenz und Soft Skills). Ein wesentlicher Befund ist zudem, dass die Erfahrung als aktiver Change-Manager wesentlich ist, um digitale Transformation erfolgreich steuern zu konnen. Schlieslich legen die Untersuchungsergebnisse nahe, dass die Position des CDO idealerweise im Top-Management, jedenfalls aber in direkter Berichtslinie zum Chief Executive Officer (CEO) angesiedelt sein sollte, um volle Handlungseffektivitat entfalten zu konnen.

/pdf/der-chief-digital-officer-cdo-eine-empirische-untersuchung-1zvzfbnl4k.pdf

Der Chief Digital Officer (CDO): Eine empirische Untersuchung

Purpose – This paper addresses a new generation of employees and the effect this generation is having on the current business landscape.Design/methodology/approach – It is only recently that business leaders have become aware of this generational shift that is impacting on their organizations, but digital natives are not well understood by most senior management today.Findings – This paper discusses the salient differences between two current generations of employees, and aims to improve managers' understanding of digital natives and what they need to do to attract and retain the necessary talent required to achieve ongoing business success.Practical implications – The issues addressed in this paper will benefit all those who are responsible for the recruitment, development, promotion and management of people, irrespective of the nature or size of their businesses.Originality/value – The term “digital natives” appeared in the academic literature more than a decade ago, but little attention has been paid t...

The net generation: its impact on the business landscape

Purpose – This paper aims to address the subject of the corporate digital footprint. The explosion of social media networks has created major opportunities for companies and employees alike, yet many senior executives don't fully understand how to harness its power or, indeed, how to maintain control of it. Mastering the social media tools and creating a meaningful digital footprint can produce significant corporate value. Chief executive officers are beginning to realize that in order to take advantage of the digital evolution, they need someone who can capitalize on the robust and dynamic flow of data, knowledge and information across all business interests and through social media streams. The concept of the digital director is now emerging. The head of digital strategy will have ultimate control of the corporate digital agenda and be accountable for the organization's digital identity, both on a corporate and an individual level.Design/methodology/approach – This paper discusses some important issues ...

The corporate digital footprint: exactly who owns and controls it? The emergence of the digital director

Purpose



– The purpose of this paper is to discuss the salient issues relating to the employment of Purple Squirrels. As the business world begins to undergo rapid change, to remain competitive business leaders must hire and retain extraordinary people – those who are supreme innovators and who are able to conceptualize and deliver real and lasting change. We refer to these people as Purple Squirrels, very rare individuals who are extremely talented with a multifarious mix of core skills. They also have an “X” factor that allows them to look at things differently and see opportunities where others might not. To achieve this mission-critical objective, conventional recruitment methods need to change. Competency-based methods may work well for junior and middle management, but when searching for the ultimate game changer – the supreme innovator – these methods are inappropriate. 




Design/methodology/approach



– Draws on the author’s research to provide an insight into the benefits of CRM. 




Findings



– This paper discusses the salient issues relating to the employment of Purple Squirrels. 




Originality/value



– It will benefit business leaders, hiring managers and human resources managers by improving their understanding of the changes in recruitment methods needed to attract and employ the people who are capable of driving meaningful and sustainable change.

Purple squirrels: Hiring the ultimate game changers

Purpose – This paper addresses the subject of the chief digital officer: why there is a need for a CDO, the competencies required for the position, and to whom the CDO should report. Findings – Until now, it has been the IT department that has controlled and driven the corporate technology agenda. That is changing because the digital revolution is resulting in the users dictating what the software does for them, not the IT department. Practical implications – The issues addressed will benefit all senior management by improving their understanding of ways in which to manage their social media and other digital technologies. Originality/value – The concept of a digital director is gaining in importance as organizations begin to recognize the full impact of a robust, dynamic flow of data, knowledge and information across business interests and through social activity streams.

The chief digital officer: bringing a dynamic approach to digital business

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Papers

The net generation: its impact on the business landscape

The corporate digital footprint: exactly who owns and controls it? The emergence of the digital director

Purple squirrels: Hiring the ultimate game changers

The chief digital officer: bringing a dynamic approach to digital business