Guiding the conversation

Guiding the conversation PurposeThe purpose of this paper is to investigate how public relations practitioners view their role in guiding their organizations’ frontline (nonnominated) employees’ social media use and the tensions that organizations must navigate when they interact with their employees online.Design/methodology/approachThis study utilizes in-depth interviews with 24 PR practitioners in the USA. Data were analyzed via grounded theory’s approach to open, axial, and select coding.FindingsPR practitioners engage in three activities to guide employees’ social media use: serving as a reactive-technical resource; supporting employee communities; and responding to incidental monitoring of social media posts.Research limitations/implicationsThe study extends stakeholder theory by describing the normative expectations that are placed on employees when it comes to discussing the organization online.Practical implicationsRecommendations are offered for PR practitioners regarding the boundary-respecting management of nonnominated employees’ social media use.Social implicationsFindings point to a greater understanding about frontline workers’ roles in supporting their organizations and the need for organizations to carefully explain social media policies.Originality/valueScholars have not fully explored the challenges that firms face when they seek to influence employees’ personal social networking activities. There is new insight about the ways in which organization can ethically engage with employees in digitally mediated spaces. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Corporate Communications: An International Journal Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1356-3289
D.O.I.
10.1108/CCIJ-06-2017-0057
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this paper is to investigate how public relations practitioners view their role in guiding their organizations’ frontline (nonnominated) employees’ social media use and the tensions that organizations must navigate when they interact with their employees online.Design/methodology/approachThis study utilizes in-depth interviews with 24 PR practitioners in the USA. Data were analyzed via grounded theory’s approach to open, axial, and select coding.FindingsPR practitioners engage in three activities to guide employees’ social media use: serving as a reactive-technical resource; supporting employee communities; and responding to incidental monitoring of social media posts.Research limitations/implicationsThe study extends stakeholder theory by describing the normative expectations that are placed on employees when it comes to discussing the organization online.Practical implicationsRecommendations are offered for PR practitioners regarding the boundary-respecting management of nonnominated employees’ social media use.Social implicationsFindings point to a greater understanding about frontline workers’ roles in supporting their organizations and the need for organizations to carefully explain social media policies.Originality/valueScholars have not fully explored the challenges that firms face when they seek to influence employees’ personal social networking activities. There is new insight about the ways in which organization can ethically engage with employees in digitally mediated spaces.

Journal

Corporate Communications: An International JournalEmerald Publishing

Published: Aug 6, 2018

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