Social media is changing how organizations engage externally with customers and other stakeholders, as well as how they interact and collaborate internally with their employees (Kane et al., 2014). Proponents argue that social media use enhances relations with customers and employees and increases the effectiveness and efficiency of an organization’s internal operations (Investis, 2015). Indeed, organizational social media use has grown exponentially in recent years (Culnan et al., 2010; Engen, 2012; Tysiac, 2012). Investis’ (2015) survey of U.S. companies’ corporate social media use reports that 100% of the S&P 100 have at least one corporate social media account, 97% of the largest 500 U.S. companies have LinkedIn accounts, 84% have Twitter accounts, 67% have Facebook accounts, 69% have YouTube video channels, and 39% have Google + pages. Thus, the organizational use of social media is widespread. While social media use can be beneficial to an organization, it can pose increased risks due to its interactivity, spontaneity, and likelihood of unedited content (Scott and Jacka, 2011). Since social media is a communications tool that resides on an organization’s information technology (IT) platform, it has the potential to increase IT security and information leakage risks. Social media use within organizations can also decrease employee productivity and increase reputational risks (Accenture, 2014; Brivot et al., 2017; Hildebrand et al., 2013; ISACA, 2011; Khansa et al., 2017; O’Leary, 2011a; Russell Herder and Ethos Business Law, 2009; Schaupp and Bélanger, 2014; Wilkin and Chenhall, 2010). Each of these risks comes with a potential cost. Indeed, the financial risk of social media mismanagement is a top concern for executives (Deloitte, 2012).