The widespread shift to remote work has made organizations increasingly reliant on digital collaboration platforms that enable employees to work together, manage projects, solve problems, and share knowledge. But these tools’ effectiveness in practice is often limited by how participants use them.
The conventional wisdom, based on previous research, suggests that a lack of contributors is what limits the value of these platforms. However, we observed a strong tendency for users to post content rather than read content created by others. Our findings indicate that it’s not the lack of contributions but lack of engagement with the knowledge contributed by others that restricts the potential of these tools.
The issue may stem from norms set by public social media platforms like Facebook and LinkedIn. The social-networking features of enterprise platforms appear similar to those on consumer-focused sites, but the objectives and desired behaviors are considerably different. While public social networks emphasize the interests of individual users, for enterprise networks, the goal is creation of a knowledge-sharing community.
We find that most participants on enterprise social platforms contribute promotional content that is designed to enhance their own image and reputation but adds little value to the organization and its goals. What’s more, too much self-promotion may hinder efforts to cultivate a knowledge-sharing organization, as it alienates users who do want to engage with others.
هذه القصة مأخوذة من طبعة Spring 2024 من MIT Sloan Management Review.
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هذه القصة مأخوذة من طبعة Spring 2024 من MIT Sloan Management Review.
ابدأ النسخة التجريبية المجانية من Magzter GOLD لمدة 7 أيام للوصول إلى آلاف القصص المتميزة المنسقة وأكثر من 9,000 مجلة وصحيفة.
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