The impact of social media on C-level roles

MIS Quarterly Executive

Volumn 10, Issue 4, 2011, Pages 187-200

  Candace Deans, P ^a  

^a UNIVERSITY OF RICHMOND   (United States)

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[No Author keywords available]

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EID: 84864573687     PISSN: 15401960     EISSN: 15401979     Source Type: Journal    
DOI: None     Document Type: Article

References (23)

1. Varun Grover, Elena Karahanna and Omar El Sawy are the accepting senior editors for this article
2. An earlier version of this study was presented at the 2010 SIM Academic Workshop on New IS Leadership Roles for a Digital World, St. Louis, MO, on December 10, 2010. The author acknowledges the valuable comments of the senior editors and the reviewers on prior versions of this paper.
3. For a discussion of the impact of social media and digital engagement on marketing, see: "The Future of Marketing," McKinsey Quarterly special issue (3), 2011, pp. 20-53.
4. For a discussion of IBM's perspectives on social business and its impacts on organizations in the future, see The Social Business: Advent of a New Age, a white paper published by IBM's Lotus Software Group, 2011, available at http://www.ibm.com/smarterplanet/global/files/us__en_us__socialbusiness__epw14008usen.pdf.
5. For a discussion of why a social media strategy is essential for success, see: Li, C. and Bernoff, J. Groundswell: winning in a world transformed by social technologies, Harvard Business Press, 2011, Chapter 4.
6. See Andrew McAfee's work in which he coined the term "Enterprise 2.0" and provides valuable insights for harnessing the power of social media: McAfee, A. Enterprise 2.0: New Collaborative Tools for Your Organization's Toughest Challenges, Harvard Business Press, 2009, Chapter 3.
7. For a discussion of the challenges of social media implementation and the value to companies, see: Culnan, M., McHugh, P. and Zubillaga, J. "How Large U.S. Companies Can Use Twitter and Other Social Media to Gain Business Value," MIS Quarterly Executive (9:4), 2010, pp. 243-257.
8. For examples of customer-facing social media strategies, see: Li, C. and Bernoff, J. Marketing in the Groundswell, Harvard Business Press, 2009.
9. Gallaugher, J. and Ransbotham, S. "Social Media and Customer Dialog Management at Starbucks," MIS Quarterly Executive (9:4), 2010, pp. 197-212.
10. Leidner, D., Koch, H. and Gonzalez, E. "Assimilating Generation Y IT Hires into the USAA's Workforce: The Role of an Enterprise 2.0 System," MIS Quarterly Executive (9:4), 2010, pp. 229-242.
11. Di Gangi, P. M., Wasko, M. and Hooker, R. E. "Getting Customers' Ideas to Work for You: Learning from Dell How to Succeed with Online User Innovation Communities," MIS Quarterly Executive (9:4), 2010, pp. 197-212.
12. For a summary of current social media trends across a broad industry sample, see Bughin, J., Chui, M. and Miller, A. How Companies are benefiting from Web 2.0: McKinsey Global Survey Results, McKinsey & Company, 2009
13. for a recent guide to developing a social media strategy that covers all the dimensions of implementation, see Thomas, D. and Barlow, M. The Executive's Guide to Enterprise Social Media Strategy, John Wiley & Sons, 2011, Chapter 3.
14. For a summary of current social media trends and perceptions by CMOs and CIOs of the current state and future trends, see The CIO-CMO Alignment Imperative: Driving Revenue through Customer Relevance, CMO Council, 2010
15. For a detailed discussion of the importance of leadership and how companies should embrace an open leadership model, see Li, C. Open Leadership: How Social Technology Can Transform the Way You Lead, Jossey-Bass, 2010, Chapter 4.
16. For a detailed description and discussion of the business technology strategist role for the CIO and other relevant sources, see Carter, M., Grover, V. and Bennett, J. "The Emerging CIO Role of Business Technology Strategist," MIS Quarterly Executive (10:1), 2011, pp. 19-29.
17. For a description of the IT orchestrator leadership profile and a discussion of its significance in organizations today, see Preston, D., Leidner, D. and Chen, D. "CIO Leadership Profiles: Implications of Matching CIO Authority and Leadership Capability on IT Impact," MIS Quarterly Executive (7:2), 2008, pp. 57-69.
18. For a summary of several research studies on IT governance, see Weill, P. and Ross, J. IT Savvy: What Top Executives Must Know to Go from Pain to Gain, Harvard Business Press, 2009, Chapter 5
19. See also Weill, P. and Ross, J. IT Governance: How Top Performers Manage IT Decision Rights for Superior Results, Harvard Business Press, 2004.
20. For a discussion of the impact the convergence of digital technologies has on IT governance, see Mahoney, J. and Roberts, J. Convergence of Digital Technologies Needs Expanded and Strengthened IT Governance, Gartner Research Report, 2011.
21. For a discussion of Wells Fargo's leadership in social media see Working, R. "How Wells Fargo has grown its presence on social media," ragan.com, March 2, 2011, available at http://www.ragan.com/Main/Articles/How_Wells_Fargo_has_grown_its_presence_on_social_m_42734.aspx.
22. All these titles are reported in the literature. For example, see: Eliott, S. Ogilvy Adds Chief Digital Officer, Media Decoder, December 13, 2010, available at http://mediadecoder.blogs.nytimes.com/2010/12/13/ogilvy-adds-chief-digital-officer/.
23. In this instance, the capstone project is a final individual comprehensive and practical project that each student completes working with a company in partnership with a professor