Exploring the Use of Enterprise 2.0 and Its Impact on Social Capital within a Large Organisation

TL;DR

This paper investigates how Enterprise 2.0 tools influence social capital within a large organization, providing empirical insights into their impact on social relationships and organizational value.

Contribution

It offers an empirical case study applying social capital theory to understand Enterprise 2.0's effects on organizational social dynamics.

Findings

Different impacts on social capital dimensions based on individual use

A framework illustrating relationships between social capital aspects

Empirical evidence of Enterprise 2.0's organizational influence

Abstract

Despite the rampant adoption of Enterprise 2.0, there is lack of empirical evidence of how Enterprise 2.0 is aptly supporting the business objectives. Social capital theory will be used as a theoretical lens to understand the impact and implications of individual use of Enterprise 2.0. To ascertain the impact from the use of Enterprise 2.0 on the various dimensions of social capital, a single in-depth qualitative case study was conducted with a large professional services organisation. The findings unfold the different areas of impacts based on actual individual use and experience. The research concludes with a framework delineating the intertwined relationship between each social capital dimensions.