مقاله سال ۲۰۱۶

 مجله تحقیقات بازاریابی – Journal of Business Research

Despite their youth social media platforms (SM) have already reached as many as 26% of the global population, compared to the Internet with a 35% penetration worldwide (We Are Social, 2015). In Canada, the penetration rate of the Internet and SM are 86% and 82% respectively (Canadians Internet, 2015).

Many scholars emphasize the transformative impact of SM on organizations (Aral, Dellarocas, & Godes, 2013). A survey by The Conference Board (Larcker, Larcker, & Tayan, 2012) reveals that organizations are not yet capitalizing on the potential of SM. Similarly, McKinsey (2011) indicates that executives admit SM could offer new opportunities for improving performance if organizational challenges related to their adoption diminish. Still others stress the magnified effects of SM challenges in the context of human resources management (HRM) and call for more research in this context (e.g., Gibbs, MacDonald, & MacKay, 2015).

A systematic review of SM adoption for HRM included in this study reveals three major weaknesses in the current literature. First, the majority of studies are normative and lack empirical or theoretical foundation. Second, few studies focus on the perspective of HR managers. Third, the related body of knowledge is scattered; thus lacking an all-encompassed, integrated framework. Such a framework is important in facilitating knowledge cumulation as well as evidence-based practice.