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.
Denne historien er fra Spring 2024-utgaven av MIT Sloan Management Review.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
Allerede abonnent ? Logg på
Denne historien er fra Spring 2024-utgaven av MIT Sloan Management Review.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
Allerede abonnent? Logg på
Ask Sanyin: How Do You Build for an Unpredictable Future?
While the pandemic was a wild ride of uncertainty for me and many of my peers in leadership, it feels like we never regained our footing.
What You Still Can't Say at Work
Most people know what can’t be said in their organization. But leaders can apply these techniques to break through the unwritten rules that make people self-censor.
Make Character Count in Hiring and Promoting
Most managers focus on competencies when evaluating candidates but it’s character that will transform the DNA of the organization. Here’s how to assess it.
Why Influence Is a Two-Way Street
Managers achieve better outcomes when they prioritize collaborative decision-making over powers of persuasion.
Know Your Data to Harness Federated Machine Learning
A collaborative approach to training AI models can yield better results, but it requires finding partners with data that complements your own.
How Integrating DEI Into Strategy Lifts Performance
Incorporating diversity, equity, and inclusion practices into core business planning can provide a competitive edge.
The Myth of the Sustainable Consumer
Companies that understand the different kinds of consumers for sustainable products can market to them more effectively.
A Practical Guide to Gaining Value From LLMs
Getting a return from generative AI investments requires a systematic approach to analyzing appropriate use cases.
Improve Workflows by Managing Bottlenecks
Understand whether process or resource constraints are stalling work.
Craft Schedules That Work for Everyone
Business leaders can improve retention and business performance with schedules that make sense for workers’ lives.
