Jesse Segers

Social Media Conceptualization and Taxonomy: A Lasswellian Framework

‘Social media’ has become a widely used term, and the subject of a growing body of academic research, but with little definitional consensus. The purpose of this article is to answer the question: what are social media? We examined existing scholarly definitions of the term ‘social media’ through a Lasswellian lens, by applying directed content analysis to a sample of 23 academic definitions retrieved from the top 179 cited papers on social media in the Web of Knowledge database. The present study makes two main contributions to the theorization of social media. First, we build on previous academic efforts to suggest an inclusive definition of social media based on Lasswell’s act of communication. Second, using the suggested definition, we categorize social media channels based on three dimensions, that is, user, content format and function. This taxonomy is illustrated by presenting a social media cube that aims to help practitioners, managers, researchers and developers to both classify existing social media platforms, and identify prospective ones.

Sustainable HRM: Bridging theory and practice through the ‘Respect Openness Continuity (ROC)’-model

Although the academic debate on the link between Corporate Social Responsibility (CSR) and HRM is relatively young, it is generating increasing interest. We suggest that sustainable HRM is a next, innovative and promising domain for theory building, research and practice in the field of HRM. It nonetheless poses several new challenges. To date, the literature on this topic is inconsistent, and the field therefore lacks clear lines, fine-tuning and conceptual/practical maturity. In this context, the ‘Respect Openness Continuity (ROC)’-model is introduced. This model proceeds from the proposition that sustainable HRM forms a subsequent stage in the tradition of HRM thinking. In recent years, mainstream HRM has been strongly identified with strategic HRM thinking. In developing a model for sustainable HRM, various theoretical viewpoints beyond the strategic HRM tradition are explored and assessed for their potential contributions to a framework for sustainable HRM that can bridge theory and practice.

Age Differences in Work Motivation in a Sample from Five Northern European Countries

Abstract. This paper investigates the relationship between employee age and levels of trait-like dispositional motivation in a sample of 7644 individuals from five Northern European countries (Denmark, Germany, Netherlands, Norway, Sweden) who completed a comprehensive motivation questionnaire for selection or development purposes. Age differences in motivation were examined by controlling for demographic variables and testing for non-linear relationships. On the whole, effects were small, with age explaining up to 7 % incremental variance in specific motivation scales. Small effects were found for five motivation scales, which indicated a tendency for older employees in this sample to be more motivated by intrinsically rewarding job features but less motivated by features that entail low perceived utility or that are mainly extrinsically rewarding. Results were generally consistent across the five Nordic countries but in countries where the average retirement age is higher (i. e., in late-exit cultures) ...

Climate, communication and participation impacting commitment to change

Purpose – Through the combination of change process, context and content the purpose of this paper is to provide a deeper understanding of failure or success of organizational change. This study considers the effect of organizational climate on affective commitment to change simultaneously with quality change communication and employee participation during the change process, while controlling for perceived change impact. Design/methodology/approach – The findings are based on 134 survey responses gathered through surveys in two police forces that recently underwent a merger. Findings – First, quality change communication is the only process variable that directly impacts affective commitment to change. Second, the results indicate that an involvement-oriented climate positively affects affective commitment to change, mediated through quality change communication. Originality/value – First, the general understanding of the impact of climate on organizational change is very limited. Second, employee partic...

Predictors of job seekers’ self-disclosure on social media

Abstract Social media-based screening is a well-known practice to both recruiters and job seekers. Little is known, however, about how job seekers present themselves on social media, i.e. ‘self-disclosure’, for employment purposes. This study builds on the theories of hyperpersonal computer-mediated communication, self-efficacy and social exchange to examine job seekers’ professional online image concerns, social media self-efficacy, and perceptions of social media effectiveness in the job search as predictors of inappropriate and career-oriented self-disclosures on these media. Findings from a sample of 3374 Italian respondents showed that career-oriented self-disclosure was predicted by all three factors, whereas inappropriate self-disclosure was only predicted by social media self-efficacy. Furthermore, the relationship between professional online image concerns and inappropriate self-disclosure was moderated by age, education and work experience, but not by gender. Theoretical and practical implications are discussed, and directions for future research are suggested.

Ambidextrous design and public organizations : a comparative case study

Purpose The purpose of this paper is to explore how public cultural organizations use ambidextrous design to balance exploitation and exploration given their organizational structure that mainly stimulates exploitation. Design/methodology/approach The authors use an abductive methodology and, perform an in-depth comparative case study. The data sample consists of two Belgian public cultural centers located in the Flemish area. In all, 21 semi-structured interviews where analyzed using Nvivo. Findings Results show, first, that although both cases have the same formal organization chart, their informal structure differs. Second, both cases have a different point of view toward exploitation and exploration. Third, no “pure” ambidextrous designs were found. Finally, the paper formulates theoretical propositions for ambidexterity and public sector research. Research limitations/implications Limitations of this paper are threefold. First, the authors only compared two cases, so generalization of the findings is limited. Second, although the authors managed to make contributions to ambidexterity and public sector research, theory building is not finished. Finally, researchers have to improve empirical evidence focusing on which design elements lead toward ambidextrous public organizations. Originality/value This paper makes a threefold contribution to ambidexterity literature and public sector research. First, the focus on public sector organizations is a rarely taken approach in ambidexterity research. Second, the specific use of ambidextrous design attributes to the limited public sector research that has focused on ambidexterity. Third, the focus on small organizations with limited resources is a rarely taken focus in ambidexterity and public sector research.

Sustainable HRM for sustainable careers: introducing the ‘Respect Openness Continuity (ROC)’ model

In this chapter, the concept of sustainable careers is positioned within a broader framework of sustainable HRM. It broadens the scope from a single career-perspective to a more integrated HRM and Corporate Social Responsibility (CSR) perspective. ‘Respect’, ‘Openness’ and ‘Continuity’ are introduced as the three building blocks of sustainable HRM. Although interest in these blocks is not new in itself, our contribution lies in the critical reflection upon and redirection of existing HRM practices, systems and themes towards the ROC model. As such, sustainable HRM should be seen as a complementary perspective. Its aim is not to substitute the strategic HRM perspective, but to offer a correction given the concretization of the latter from a unilateral business management point of view. Sustainable career management, as a specific domain of HRM, brings respect, openness and continuity into the management of employees’ careers by balancing short-term and long-term needs, focusing on employability and work ability, following an inclusive approach, tailoring to individuals’ needs and providing career support.

Investigating the Dynamism of Change in Leadership Identity

Through an in-depth study of an extreme case, we examined how the identity of vertical leaders was impacted by the distribution of leadership and the implementation of shared leadership within teams in a bureaucratic organization. We conclude that these leaders experienced identity threat and engaged in protecting and restructuring identity work. This process is determined by the leaders’ overall identity management, the strength of their vertical leader identity, and the organization’s sense-giving and sense-breaking practices. Only a few leaders arrive at developing an adapted leader identity, which we call “shared.” This conclusion is especially relevant for bureaucratic organizations which aim to engage in distributed leadership (DL) and rely on their formal, hierarchical leaders to realize that ambition. The study advances our understanding of vertical leadership at the identity level and its role in enhancing DL. Moreover, we answer the call for more in-depth, qualitative leadership research.

Institutional Predictors of the Adoption of Employee Social Media Policies

The importance of employee social media policies is recognized in today’s increasingly connected organizations. Yet these policies are adopted at varying rates in different sectors and geographical regions. In the present study, an institutional approach was employed to investigate the predictors of the adoption of employee social media policies by organizations. Six predictors were examined, namely, organizational size, industry, and the national culture dimensions of power distance, individualism, masculinity, and uncertainty avoidance. Results of a logistic regression analysis of 558 online survey responses from human resource professionals worldwide showed that all six predictors were associated with the adoption of employee social media policies. These findings have implications for multinational companies, as well as for policy makers in the legal, human resources, information technologies, and public relations departments who are the primary parties involved in establishing employee social media policies. Study limitations are presented and future research avenues are suggested.