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Enhancing Organisational Competitiveness Via Social Media - a Strategy as Practice Perspective

Author

Listed:
  • Shirumisha Kwayu

    (Nottingham Trent University)

  • Banita Lal

    (Nottingham Trent University)

  • Mumin Abubakre

    (Nottingham Trent University)

Abstract

The affordances, popularity and pervasive use of social media platforms such as Facebook, Twitter and Instagram have made these platforms attractive to organisations for enhancing their competitiveness and creating business value. Despite this apparent significance of social media for businesses, they are struggling with the development of a social media strategy as well as understanding the implications of social media on practice within their organisations. This paper explores how social media has become a tool for competitiveness and its influence on organisational strategy and practice. Using the ‘strategy as practice’ lens and guided by the interpretivist philosophy, this paper uses the empirical case of a telecom organisation in Tanzania. The findings show that social media is influencing competitiveness through imitation and product development. Also, the findings indicate how social media affects the practices within an organisation, consequently making the social media strategy an emergent phenomenon.

Suggested Citation

  • Shirumisha Kwayu & Banita Lal & Mumin Abubakre, 2018. "Enhancing Organisational Competitiveness Via Social Media - a Strategy as Practice Perspective," Information Systems Frontiers, Springer, vol. 20(3), pages 439-456, June.
    • Handle: RePEc:spr:infosf:v:20:y:2018:i:3:d:10.1007_s10796-017-9816-5
    DOI: 10.1007/s10796-017-9816-5
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    Cited by:

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    2. Egwakhe A. J & Falana R. B & Asikhia O. O & Magaji N, 2020. "Business Strategies and Competitive Advantage: Evidence from Flour Mill Companies in Lagos State, Nigeria," Journal of Economics and Behavioral Studies, AMH International, vol. 12(2), pages 17-26.
    3. Amanda van den Berg & Miemie Struwig, 2020. "Social Media Policies Within the Financial Sector in South Africa," SAGE Open, , vol. 10(4), pages 21582440209, November.
    4. John Hamilton, 2020. "The Strategic Change Matrix and Business Sustainability across COVID-19," Sustainability, MDPI, vol. 12(15), pages 1-19, July.
    5. Federico Iannacci & Colm Fearon & Kristine Pole, 2021. "From Acceptance to Adaptive Acceptance of Social Media Policy Change: a Set-Theoretic Analysis of B2B SMEs," Information Systems Frontiers, Springer, vol. 23(3), pages 663-680, June.
    6. Yogesh K. Dwivedi & Gerald Kelly & Marijn Janssen & Nripendra P. Rana & Emma L. Slade & Marc Clement, 2018. "Social Media: The Good, the Bad, and the Ugly," Information Systems Frontiers, Springer, vol. 20(3), pages 419-423, June.
    7. Suparna Dhar & Indranil Bose, 2023. "Corporate Users’ Attachment to Social Networking Sites: Examining the Role of Social Capital and Perceived Benefits," Information Systems Frontiers, Springer, vol. 25(3), pages 1197-1217, June.

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