مقاله انگلیسی رایگان در مورد مديريت شرکت ها از پيشينه تا استفاده از رسانه های اجتماعی (الزویر)

As highlighted by van de Vrande, de Jong, Vanhaverbeke, and de Rochemont (2009), management becomes increasingly complex as a consequence of requirements for enhanced innovation collaboration. Therefore, van de Vrande et al. (2009) suggests further in-depth research on how small and medium-sized enterprises (SMEs) with limited resources can handle the challenges of managing innovation collaboration. In recent years, an increasing number of enterprises have adopted digital social media. Web 2.0 is characterised by interactive two-way user-generated (USG) online communication and collaboration (Michaelidou, Siamagka, & Christodoulides, 2011). Marketing scholars have highlighted that these “emerging technology tools can enable the exchange process to become more efficient and effective” (Agnihotri, Dingus, Hu, & Krush, 2016; Marshall et al., 2012) between buyers and sellers. As more specifically noted by Andzulis, Panagopoulos, and Rapp (2012), Web 2.0 “makes it easier for potential customers to ask questions or express needs while also making it more natural for salespeople to uncover additional selling opportunities, track customer activity and communicate success stories” (Agnihotri et al., 2016). Therefore, the application of social media via Web 2.0 holds interesting possibilities for enhanced business-to-business (B2B) innovation and collaboration between B2B sellers, buyers and partners. Through the application of social media, B2B SME managers have the opportunity to overcome the typical resource limitations of SMEs through enhanced online collaboration with customers, suppliers and partners to promote innovation and business opportunity creation for the involved parties. The literature on SMEs digitalisation reveals the following: “a great gap remains between the potential and actual use of social media by B2B firms” (Järvinen, Tollinen, Karjaluoto, & Jayawardhena, 2012; p. 102). Social media adoption in the B2B context has proceeded more slowly than in the business-to-consumer (B2C) context, where it is frequently applied, e.g., in online shopping (Järvinen et al., 2012; Michaelidou et al., 2011; Siamagka, Christodoulides, Michaelidou, & Valvi, 2015). Moreover, challenges often occur for SME managers due to a lack of time and available resources (Brink & Madsen, 2015; Edwards, Delbridge, & Munday, 2005; Murphy, 1996). Tan, Chong, Lin, and Eze (2010) stress the opportunity to overcome the shortage of resources and suggest applying Internet communication tools (ICT), as they have “become a necessity particularly in industry sectors, which were highly competitive” (Pickernell et al., 2013; p. 869). The literature explicitly notes that social media application is beneficial for overcoming resource limitations and creating business through B2B collaboration. However, it is also noted that social media application is evolving relatively slowly in B2B SMEs. Thus, a paradoxical gap in knowledge is revealed in the understanding of social media application in B2B SMEs. This is interesting for a more thorough investigation of the research question: How can B2B SMEs manage the antecedents of social media application to enhance business in their enterprises? The enhancement of business in this article is in accordance with the concept of ‘value’ from the business model literature. Here, the understanding of Osterwalder and Pigneur (2010; p. 22) of value is highlighted as “the aggregation, or bundle, of benefits that a company offers customers”. Osterwalder and Pigneur connect the term value to the increase in revenue streams and the cost advantages experienced by the B2B SME and its collaboration partners. Thus, the enhancement of business is applicable to all involved collaboration parties – customers, suppliers, partners and the B2B SME.