Using social media to leverage and develop dynamic capabilities for innovation

Mention, AL; Barlatier, PJ; Josserand, E

Using social media to leverage and develop dynamic capabilities for innovation

Mention, AL Barlatier, PJ Josserand, E

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Publication Type:: Journal Article
Citation:: Technological Forecasting and Social Change, 2019, 144 pp. 242 - 250
Issue Date:: 2019-07-01

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Field	Value	Language
dc.contributor.author	Mention, AL	en_US
dc.contributor.author	Barlatier, PJ	en_US
dc.contributor.author	Josserand, E https://orcid.org/0000-0002-6724-2405	en_US
dc.date.issued	2019-07-01	en_US
dc.identifier.citation	Technological Forecasting and Social Change, 2019, 144 pp. 242 - 250	en_US
dc.identifier.issn	0040-1625	en_US
dc.identifier.uri	http://hdl.handle.net/10453/139091
dc.description.abstract	© 2019 Elsevier Inc. Social media are essentially changing the way firms communicate, create and collaborate in and for innovation. In this special issue introductory article, we take stock of the robust multi-faceted nature of research and practice at the intersection of social media (SM) and innovation. We introduce the nine papers included in this special issue and highlight the rich variety of their contribution with reference to our organising framework. Diagnosing from a strategic perspective, we position SM strategy in and for innovation as an overlapping interaction between dynamic capabilities (sensing, seizing, reconfiguration) and the level of stakeholder engagement (macro, meso, micro). We explain how each interaction holds distinctive synergy in an open and collaborative innovation process. This organising framework shows how the malleable nature of SM creates opportunities for firms to engage widely distributed knowledge sources, enhance innovation capabilities and empower internal human resources towards an open and collaborative culture. Yet, we warn that all is not as rosy as it seems and a purposeful and coherent strategy that delivers distinctive ‘co-ownership’ experiences is quintessential ingredient to realise profits from SM use in innovation.	en_US
dc.relation.ispartof	Technological Forecasting and Social Change	en_US
dc.relation.isbasedon	10.1016/j.techfore.2019.03.003	en_US
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject.classification	Science Studies	en_US
dc.title	Using social media to leverage and develop dynamic capabilities for innovation	en_US
dc.type	Journal Article
utslib.citation.volume	144	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	10 Technology	en_US
utslib.for	14 Economics	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access	*
pubs.publication-status	Published	en_US
pubs.volume	144	en_US

Abstract:

© 2019 Elsevier Inc. Social media are essentially changing the way firms communicate, create and collaborate in and for innovation. In this special issue introductory article, we take stock of the robust multi-faceted nature of research and practice at the intersection of social media (SM) and innovation. We introduce the nine papers included in this special issue and highlight the rich variety of their contribution with reference to our organising framework. Diagnosing from a strategic perspective, we position SM strategy in and for innovation as an overlapping interaction between dynamic capabilities (sensing, seizing, reconfiguration) and the level of stakeholder engagement (macro, meso, micro). We explain how each interaction holds distinctive synergy in an open and collaborative innovation process. This organising framework shows how the malleable nature of SM creates opportunities for firms to engage widely distributed knowledge sources, enhance innovation capabilities and empower internal human resources towards an open and collaborative culture. Yet, we warn that all is not as rosy as it seems and a purposeful and coherent strategy that delivers distinctive ‘co-ownership’ experiences is quintessential ingredient to realise profits from SM use in innovation.

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http://hdl.handle.net/10453/139091