Research and practice have mostly focused on the “bright side” of social media, aiming to understand and help in leveraging the manifold opportunities afforded by this technology. However, it is ...increasingly observable that social media present enormous risks for individuals, communities, firms, and even for society as a whole. Examples for this “dark side” of social media include cyberbullying, addictive use, trolling, online witch hunts, fake news, and privacy abuse. In this article, we aim to illustrate the multidimensionality of the dark side of social media and describe the related various undesirable outcomes. To do this, we adapt the established social media honeycomb framework to explain the dark side implications of each of the seven functional building blocks: conversations, sharing, presence, relationships, reputation, groups, and identity. On the basis of these reflections, we present a number of avenues for future research, so as to facilitate a better understanding and use of social media.
•The "bright side" of social media and its uptake by society has received much research attention.•The corresponding "dark side" of social media has received much less research attention.•To study the deleterious impacts of social media, we introduce the dark side honeycomb framework.•The framework describes the functional multidimensionality of the dark side of social media.•We use this framework as a basis for a call-to-action for research on the dark side of social media.
There is growing interest in how gamification—defined as the application of game design principles in non-gaming contexts—can be used in business. However, academic research and management practice ...have paid little attention to the challenges of how best to design, implement, manage, and optimize gamification strategies. To advance understanding of gamification, this article defines what it is and explains how it prompts managers to think about business practice in new and innovative ways. Drawing upon the game design literature, we present a framework of three gamification principles—mechanics, dynamics, and emotions (MDE)—to explain how gamified experiences can be created. We then provide an extended illustration of gamification and conclude with ideas for future research and application opportunities.
Blockchain technologies are benefiting from significant interest in both societal and business contexts. Cryptocurrencies like Bitcoin have grown rapidly in user adoption over the past 8 years. ...However, blockchain technologies, which fuel cryptocurrencies, have the potential to extend to other business applications even more profoundly. Blockchain can be leveraged to drive innovation and increase efficiencies in new domains—including digital arts management, supply chains, and healthcare—but there remain technical, organizational, and regulatory headwinds that must be overcome before mass adoption can occur. In this article, we provide a brief history of blockchain and identify some of the key features that have enabled its popular uptake in the world of cryptocurrencies. We discuss how blockchain technologies have evolved from traditional software and web technologies and then examine their underlying strengths and evaluate new, noncryptocurrency use cases. We conclude with a look at the limitations of blockchain and present several important factors for managers considering blockchain implementation within their organizations.
Traditionally, consumers used the Internet to simply expend content: they read it, they watched it, and they used it to buy products and services. Increasingly, however, consumers are utilizing ...platforms—such as content sharing sites, blogs, social networking, and wikis—to create, modify, share, and discuss Internet content. This represents the social media phenomenon, which can now significantly impact a firm's reputation, sales, and even survival. Yet, many executives eschew or ignore this form of media because they don’t understand what it is, the various forms it can take, and how to engage with it and learn. In response, we present a framework that defines social media by using seven functional building blocks: identity, conversations, sharing, presence, relationships, reputation, and groups. As different social media activities are defined by the extent to which they focus on some or all of these blocks, we explain the implications that each block can have for how firms should engage with social media. To conclude, we present a number of recommendations regarding how firms should develop strategies for monitoring, understanding, and responding to different social media activities.
Managers are frequently tasked with increasing the engagement levels of key stakeholders, such as customers and employees. Gamification—defined as the application of game design principles to change ...behavior in non-gaming contexts—is a tool that, if crafted and implemented properly, can increase engagement. In this article we discuss how gamification can aid customer and employee engagement, and delineate between four different types of customers and employees who act as ‘players’ in gamified experiences. We include illustrative examples of gamification and conclude by presenting five lessons for managers who wish to utilize gamification.
The public perception of shared goods has changed substantially in the past few years. While co-owning properties has been widely accepted for a while (e.g., timeshares), the notion of sharing bikes, ...cars, or even rides on an on-demand basis is just now starting to gain widespread popularity. The emerging “sharing economy” is particularly interesting in the context of cities that struggle with population growth and increasing density. While sharing vehicles promises to reduce inner-city traffic, congestion, and pollution problems, the associated business models are not without problems themselves. Using agency theory, in this article we discuss existing shared mobility business models in an effort to unveil the optimal relationship between service providers (agents) and the local governments (principals) to achieve the common objective of sustainable mobility. Our findings show private or public models are fraught with conflicts, and point to a merit model as the most promising alignment of the strengths of agents and principals.
CGIP Berthon, Pierre; Pitt, Leyland; Kietzmann, Jan ...
California management review,
08/2015, Letnik:
57, Številka:
4
Journal Article
Recenzirano
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Two related trends characterize the recent past: value propositions are migrating from the physical to the informational, and value creation is shifting from firms to consumers. These two trends meet ...in the phenomenon of “consumer-generated intellectual property” (CGIP). This article addresses the question: “How should firms manage the intellectual property that their customers create?” It explores how CGIP presents important dilemmas for managers and argues that consumers' “intellectual property” should not be leveraged at the expense of their “emotional property.” It integrates these perspectives into a diagnostic framework and discusses eight strategies for firms to manage CGIP.
Social media have fundamentally influenced the way we live. Thus far, research has mainly focused on the ‘bright side’ of social media and the many advantages these platforms bring. More and more, ...however, research is also beginning to address the ‘dark side’ of social media. Dark side phenomena include cyberbullying, manipulation of elections, fear of missing out, social media addiction and the distribution of fake news. In this editorial for the management focus section of the European Management Journal, we propose two strategies (sensitizing and regulating) to manage this dark side of social media. Additionally, this editorial introduces the four articles included in this management focus section. We hope that the featured articles will help to encourage further research in this area.
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