Participatory communication on internal social media – a dream or reality?

Abstract

PurposeThe purpose of this paper is to explore whether internal social media (ISM) introduces a new kind of participatory communication within organizations that is capable of influencing and moving the organization.Design/methodology/approachThe paper is based on two exploratory studies: a multiple case study in ten Danish organizations, and a single case study in a Danish bank.FindingsThe paper finds that different types of communication on ISM develop in different types of organizations. Participatory communication capable of changing the organization only develops when coworkers perceive that they have a license to critique. The paper, therefore, proposes to distinguish between three different types of communication arenas created by ISM: a quiet arena, a knowledge-sharing arena and a participatory communication arena.Research limitations/implicationsThe research is exploratory and based on two Danish case studies and the perceptions of coworkers and social media coordinators. A deeper, summative analysis of ISM across more and various organizations in multiple countries has to confirm the findings.Originality/valueThe paper conceptualizes ISM as an interactive and dynamic communication arena, and proposes that the participatory communication on ISM is a co-constructed process among coworkers, middle managers and top managers.