MASTER THESIS. The implementation of a strategic decision through social media; an exploratory case study

MASTER THESIS The implementation of a strategic decision through social media; an exploratory case study Name: Marianne Netelbeek Supervision: Dr. R.T.A.J. Leenders ANR: 428780

Master Thesis Implementation of a strategic decision through Social Media

M.E.M. Netelbeek Page 1 van 114

Background information Details of student: Name: Marianne Netelbeek ANR: 428780

Names of the Supervisors: Supervisor: R.T.A.J. Leenders Second reader: J.P. de Jong MTO reader: A.P.J.G. Vossen Title Master Thesis Circle: Extended Master Consultancy 2011-2012 Title of the thesis: The implementation of a strategic decision through social media; an exploratory case study. University: University of Tilburg, The Netherlands Tilburg School of Social and Behavioral Sciences Department of Organization Studies



Abstract Background: In today‟s organizations the employees participation in the implementation phase, to create more commitment and knowledge sharing, becomes more and more important. This notion is neither new nor spectacular, but why should the new trend; the so-called „social media‟ not be used in the strategic decision implementation and participation of employees? The „unique‟ part in social media is that in a short time many people can participate in discussions and interactions. Purpose: The present research provides insights into the potential role of social media as a tool for incorporating the participation of employees and managers in the implementation phase of a strategic decision. The research question of this thesis is: “To what extent can the use of social media contribute to the participation of employees in the implementation phase of a strategic decision”? Sample: For the qualitative part of the research two different groups were selected for the research, involving managers and employees of Ordina. In total 16 semi-structured interviews were conducted. The quantitative part is based on a questionnaire which is send to the Ordina Public Management Consulting (OPMC) and Samen Slimmer Werken (SSW) employees or place with a link on Chatter1, which is a total population around 1300. The total number of surveys that were collected is 77, which is a response rate of 5,92%. The semi-structured interviews were conducted at the same time as the questionnaires. This simultaneous action made it possible to contact potential respondents for an interview. Design and methods: Based on the literature, eight expectation were formulated. The research has a mixed methods approach as the results are based on qualitative and quantitative design. Each interview has been recorded and transcribed afterwards in order to minimize possible loss of information. When all transcripts were finished they have been analyzed using a coding frame. All codes coming from the interviews and transcripts were brought together in one single coding frame. This coding frame consist of seven main topics, which are all categorized in sub codes. The data of the quantitative part of the research has been collected through questionnaires and was analyzed with the use of SPSS. Before the expectations could be tested, the answers in the questionnaire were reformed into specific indicators corresponding to the different variables that were used in the analysis. In this research a Cronbach‟s alpha of 0.6 is acceptable for this research and during the research no „outliers‟ were found, so all the data was included in the output. Furthermore, it is an explorative research with a small response rate, thus a significance level of 0.1 is acceptable in this research (Pallant, 2007). 1 Chatter is a collaboration application for the enterprise to connect and share information securely with people at work in real-time Source: www.salesforce.com/chatter



Results: The qualitative research shows that gender, age, active working years and function have no influence on the use of social media. It also appears that communicationflows changed with the use of social media. By using social media the respondents noticed that it is easier to communicate with colleagues that they did not know, asking questions or reacting to the messages on Chatter. In response to the question, who should be leading the communication process, the majority of the respondents indicated the management. Every respondent mentioned knowledge sharing as a positive aspect of social media. Notable is the fact that managers did not always perceive the opportunities for networking, the employees on the other hand did so more often discussing it as being beneficial and making good use of it. The opinion about the negative aspects are divided, but most respondents answered that there is a tendency for messages to be overly optimistic on the social media platforms. The participation during the implementation phase is in the begin phase very little. During the middle and final phase, employees and managers were able to participate more in the process. The forms of social media that managers and employees prefer to use are blogs (Chatter and Yammer), social networking (Linkedin) sites and forums (Connect). Based on the significance level of 0.1 in total 19 significant results were found, based on the expectations which are based on the literature, five significant results between dependent and independent variable were selected. There is a relation between the variable „leeftijd‟ and „social media gebruik‟, „functie‟ and „social media gebruik‟, „social media gebruik‟ and „kennis‟, „positieve social media‟ and „social media gebruik‟ and the last significant result is between „social media gebruik‟ and „social media goed idee‟. Conclusions: The communication through the use of social media is changing. The respondents mentioned that they can find each other quickly and easily talk to anyone. All the respondents in the qualitative part mentioned the positive contribution of knowledge sharing, followed by succinctness as positive aspects for social media. Notable is the fact that manager did not all perceive the opportunity for networking, unlike the employees, who saw it as beneficial and also made good use of it. Almost all respondents were enthusiastic about the use of social media to increase the participation. The forms of social media that they prefer to use are blogs (Chatter and Yammer), social networking (Linkedin) sites and forums (Connect). The most important conclusion that can be drawn is that social media are not THE way, but can be valuable in a supporting role. Social media will therefore continue to exist alongside the current resources. Key Terms: Employees, Het Nieuwe Werken (HNW), Implementation, Managers, Ordina, Participation, Social media, Strategic decision.



1: Preface At the start of the premaster and extended master Organization Studies, writing the master thesis seemed to be far away. This was especially so due to the interesting traineeship that is part of the extended master. Less than two years later, however, the time has come that you have to admit that all the horror stories of friends who have had to write their theses are true. Nevertheless, with this thesis, my master Organization Studies has come to a successful end. I will remember this master as a period of great pleasure. The master is broad, therefore I have learned a lot about various areas of expertise and gained a broad spectrum of knowledge. During the extended master and traineeship at Ordina I have met nice and interesting colleagues, students and friends. You never write your thesis entirely by yourself. For that reason, I would like to thank some people who made it possible for me to write my master thesis. First of all, my supervisors Roger Leenders, Jeroen de Jong and Ad Vossen for their commitment and support in the scientific areas. Without them I probably would have been lost during the writing of my master thesis. Next to that, I would like to thank my Ordina Public Management Consulting (OPMC) colleagues, to whom I could always turn to when I needed extra support or inspiration to continue writing my thesis. Furthermore, I would like to thank my respondents for taking the time to answer the questions in the questionnaire and participating in the interviews. I would also like to thank my student colleagues of the Extended Master program by Ordina, Michel Antens and Thijs Kuin, who helped me during the journey of my master thesis and especially answering all of my questions regarding my thesis. Special thanks goes out to my family for all their love and their efforts to motivate me to continue writing the master thesis. I would also thank Selena van der Kam, Caroline Pitlo and Peter Walraven for their useful comments during my master thesis process and the help to gain new insights whenever I got stuck. Finally, I want to thank my friends for the distraction and new energy that they gave me to continue working. Without all this help, it would have been very difficult to successfully complete my extended master and my thesis. To conclude, now I can end this great and interesting experience, I am looking forward to start a new phase in my life filled with new challenges. I hope you will enjoy reading my master thesis as much as I have enjoyed writing it. Marianne Netelbeek Tiel, February 2012



2: Definitions Active working years: “Number of years active by Ordina” Adoption: “the first or minimal level of behavioral utilization” (Rogers, 2003, p11). Diffusion: “the process by which an innovation is communicated through certain channels over time among the members of a social system” (Rogers, 2003, p11). Implementation phase: “The phase in which an organization should develop, utilize, and amalgamate organizational structure, control systems, and culture to follow strategies that lead to competitive advantage and a better performance” (Grundy, 1996, p.45). Participation: “process of influence sharing” (Wagner, 1994, p.240). Social media: “Social media is the production, consumption and exchange of information through online social interactions and platforms” (Marketo, 2010, p.1). Strategic decision: “an important decision in terms of the actions taken, the resources committed, or the precedents set and those infrequent decisions made by the top leaders of an organization that critically affect the organizational survival” (Eisenhardt & Zbaracki, 1992, p. 52).



Table of content 1: Preface ........................................................................................................... 5 2: Definitions ...................................................................................................... 6 3: Introduction ................................................................................................. 10 3.1

Problem statement ...................................................................................10

3.2

Research question ....................................................................................11

3.3

Research relevance ..................................................................................11

4: Theoretical Background ................................................................................ 12 4.1

Social Media ............................................................................................12

4.2

Strategic Decision ....................................................................................13

4.3

Implementation phase of the strategic decision ............................................13

4.4

Participation of the employees and managers ..............................................15

4.5

Personal characteristics .............................................................................15

4.6

Conceptual model .....................................................................................16

5: Methodological Framework .......................................................................... 17 5.1

Research design .......................................................................................17

5.2

Data collection .........................................................................................18

5.2.1

Qualitative part of the research ...............................................................18

5.2.2

Quantitative part of the research .............................................................18

5.3

Data analysis ...........................................................................................19

5.3.1

Qualitative part of the research ...............................................................19

5.3.2

Quantitative part of the research .............................................................19

5.4

Sample strategy .......................................................................................20

5.5

Research quality indicators ........................................................................20

5.5.1

Reliability .............................................................................................20

5.5.2

Replication ...........................................................................................20

5.5.3

Validity ................................................................................................21

6: Results ......................................................................................................... 22 6.1

General information respondents Qualitative part .........................................22

6.2

General information respondents Quantitative part .......................................22

6.3

Expectation 1; Positive aspects social media ................................................23

6.4

Expectation 2; Negative aspects social media ..............................................23

6.5

Expectation 3; Communication...................................................................24

6.6

Expectation 4; implementation phase .........................................................25



6.7

Expectation 5; Participation .......................................................................27

6.8

Expectation 6; Age ...................................................................................29

6.9

Expectation 7; Function ............................................................................31

6.10

Expectation 8; Gender ..............................................................................31

6.11

Expectation 9; Active working years ...........................................................32

7: Conclusion .................................................................................................... 33 7.1

Social media ............................................................................................33

7.2

Implementation phase ..............................................................................34

7.3

Participation ............................................................................................34

7.4

Personal characteristics .............................................................................35

8: Discussion .................................................................................................... 37 8.1

Limitations ..............................................................................................37

8.2

Contribution to scientific knowledge ............................................................38

8.3

Future research ........................................................................................39

8.4

General recommendations for the organization ............................................40

9: References ................................................................................................... 41 10: Appendices ................................................................................................. 44 Appendix I: Format invitation interviews..................................................................45 Appendix II: Topic-list interviews employees & managers ..........................................46 Appendix III: Questionnaire ...................................................................................52 Appendix IV: Data analyze table ............................................................................58 Appendix V: Example coding process ......................................................................63 Appendix VI: Codebook SPSS .................................................................................65 Appendix VII: Correlation matrix ............................................................................76 Appendix VIII: Frequency & Descriptive & Reliability variables ...................................79 Appendix IX: Scatterplot & Correlations ...................................................................93 Appendix X: Regression....................................................................................... 103 Appendix XI: General results quantitative part ....................................................... 112 Appendix XII: Digital appendices .......................................................................... 114



Digital appendices Title Appendix A

Transcripts & mediafiles employees

Appendix B

Transcripts & mediafiles managers

Appendix C

Excell spreadsheet employees & managers

Appendix D

Syntax and Data file SPSS

List of figures and tables Title

Page

Figure 1

One-way communications

12

Figure 2

Two or more way communications

12

Figure 3

The seven phases of an implementation

14

Figure 4

Social Technographics Ladder

15

Figure 5

The conceptual model

16

Table A

Selection cases

17

Table B

Guidelines correlations

20

Table C

Positive aspect social media

23

Table D

Negative aspect social media

24

Figure 6

Frequency use of social media during a implementation phase

26

Figure 7

Types of social media use during a implementation phase

27

Table E

Different types of social media

28

Table F

Type of social media user; Manager

30

Table G

Type of social media user; Employee

30



3: Introduction 3.1 Problem statement In February 2009 the first pictures of the wreck of an airplane of the Turkish Airlines were reported on Twitter. During the volcanic eruption, KLM flights were booked on Facebook. A classmate, who follows an internship abroad, with who you can speak and see on Skype. Social media are widely used in people‟s private lives, even within organizations it is examined in which way social media can be used. In recent years there has been a paradigm shift in communication tools such as social media. The number of communication options have not only expanded, but there are also other ways of communication. The „old‟ forms of media will be used less. Think about the newspaper, once it was the primary medium, but now it is on its return. Also the radio and television are falling behind when compared to the internet. Everyone is a transmitter of information and social media have become the main platform for information exchange (Koeleman, 2011). The users are becoming more central and have a much more active role in creation, circulation and the interpretation of the media. These days, many organizations have been under pressure through financial and economic crises. As a result, organizations, big or small, face fundamental problems and try to achieve a position of competitive advantage relative to their competitors (Raduan et all 2009). Under the pressure of the financial and economic crises and in order to compete and remain successfully, managers need to implement new (short-term) strategic decisions (Barney 2007). Implementing these decisions is difficult, because of the increased dynamics and complexity of the environment such as the increased competition between organizations and the pressure from stakeholders on the organizations (Raduan et all 2009). This research focuses especially on the practice of the implementation phase, because of that social media could have particular new impact on this part. Further, participation can lead to commitment, which in turn increases the chances of success of the implementation. The key role of social media in the implementation phase could be that it is a valuable tool for employees to participate, because it shows that in a short time many people can participate in discussions and interactions. The present research aims to provide insights into the role of social media as a tool for the participation of employees in the implementation phase of a strategic decision. Furthermore the research is an explorative study or „pilot study‟ with the goal to study the causality of social media on participation of employees. When this research is finished, the research will give new insights



in the possible relationship between the influence of the current role social media on the participation of employees during the implementation phase of a strategic decision.

3.2 Research question The main goal of this explorative research is to discover the potential role of social media in the implementation phase of a strategic decision. Therefore the following research question has been formulated: Research Question: 

To what extent can the use of social media contribute to the participation of employees and managers in the implementation phase of a strategic decision?

3.3 Research relevance The present study will be of theoretical relevance because it generates insights in the effectiveness of social media as a communication tool in organizations during the implementation phase of strategic decisions. Second, the existing knowledge about strategic decision making, the use of strategic decision making in the communication phase and the participation during implementation will be expanded with this research. The study will also be practically relevant. First of all, organizations will get an idea about the way social media contributes to the implementation of a strategic decision, which could help the organizations to improve (Hoyt, 2011). Furthermore, it can be of interest to consultancy organizations, who can use this information to guide and provide advice during the decision making and implementation phase.



4: Theoretical Background In this chapter the concepts strategic decision making, the implementation phase, social media and employees‟ participation will be further explained and defined.

4.1 Social Media A lot of research has been done on participation methods of employees in strategic decision making literature. After extensively research, it is probable that there is no (scientific) research about the possible role of social media. Social media is defined by Marketo (2010) as “Social media is the production, consumption and exchange of information through online social interactions and platforms” (p.1). Within this definition, there are different forms of social media that can be distinguished, including blogs, social networking sites, forums, photo sharing, news and video sharing, virtual social worlds and virtual game worlds. According to Wemmenhove (2011) one out of three organizations are using social media for internal communication. Moreover, social media can help to connect (potential) partners in the organizations with each other and facilitate meaningful conversations through specific appropriate conversations, in which knowledge, experience and creativity can flow through the organization. It can be expected that the positive and negative perceptions that the respondents have about social media could influence the extent in which they use social media in work activities. Therefore, based on Van den Hoff (2011), Hoyt (2011) and Koeleman (2011) five positive and five negative effects were selected. The positive effects are knowledge exchange, succinctness, opportunity for networking, ease of use and swiftness. On the other hand the negative aspects are private use, requires judiciousness, tendency for messages to be overly optimistic, replacement of real human interaction and information overload. FIGURE 1; ONE-WAY COMMUNICATIONS .

FIGURE

2; TWO OR MORE WAY COMMUNICATIONS .

face to face

twitter

Social networks email

message

email

message

phone

forums

face to face

intranet

Koeleman, 2011


Koeleman, 2011


In addition, employees can communicate in smaller groups and more directly (van den Hoff, 2011). Organizations can use social media to build and maintain relationships with employees and facilitate communication between employees, team members and layers of the organizations (Karjaluoto, 2008). For example, Koeleman (2011) mentioned in Figure 1 and 2, that social media can be used for top-down communication (podcasts), peer-to-peer communication (blogging, email) and two-way communication between management and employees (forums, twitter). Therefore, it is possible that the communication lines between employees and managers can become shorter and that they will communicate more directly to each other and find each other more easily. According to R. van den Hoff (2011) the characteristics of social media, and thus the differences between the „old‟ media are: 1. Multilogue; direct and indirect interaction 2. Virtual; share transparent information 3. Reciprocity; can immediately react, add and share information 

Expectation 1: Positive aspects social media; Positive aspects of social media such as knowledge exchange, Succinctness, Opportunity for networking, Ease of use and swiftness will have a positive effect on the use of social media.



Expectation 2: Negative aspects social media; Negative aspects of social media such as mainly suited for private use, requires judiciousness, tendency for messages to be overly optimistic, replace real human interaction and information overload will have a negative effect on the use social media.



Expectation 3: Communication; With the introduction of social media the communication lines will become shorter and the organization will become a kind of network.

4.2 Strategic Decision Strategic decisions are different from other kinds of decisions, because “they are broad in scale, resource intensive, long term in nature, and surrounded by uncertainties. Furthermore strategic decisions are rare and usually have no precedent to follow, they are significant and require a lot of commitment at all levels. In addition, strategic decisions set the standard upon which lesser decisions and future actions are based” (Eisenhardt & Zbaracki, p. 1, 1992)”. In addition, a strategic decision is defined by Eisenhardt & Zbaracki (1992) as “an important decision in terms of the actions taken, the resources committed, or the precedents set and those infrequent decisions made by the top leaders of an organization that critically affect the organizational survival” (p.52). Although there are different forms of strategic decision making, in this research, the focus is mainly on the types of decisions where it is possible for employees to participate, such as knowledge diffusion, cultural change, and a change in the vision or mission and „reorganisaties‟.

4.3 Implementation phase of the strategic decision The success of the implementation phase of a strategic decision has been an important point of research over the last decades. Especially when Rogers (2003) developed his work on innovation



diffusion, “researchers have studied many innovations characteristics and their relationships with implementation and performance” (Bradford, Florin, P.206, 2003). For defining the phases of an implementation, the phases of Ooms & Wildschut (2011) are used. They distinguished seven phases which were mentioned in Figure 3. The begin phase is the phase „searching‟ and „analyzing‟. The middle phase is „setting up‟ and „executing‟ and the final phase is „monitoring‟ and „securing‟. For those reasons, the implementation phase is in this research defined as the phase “in which an organization should develop, utilize, and amalgamate organizational structure, control systems, and culture to follow strategies that lead to competitive advantage and a better performance (Grundy, p.45, 1996)”. FIGURE 3; THE SEVEN PHASES OF AN IMPLEMENTATION .

Ooms & Wildschut, 2011

According to Grundy (1996) “it has been recognized for many years that implementation is frequently the graveyard of strategy” (p.45). The explanation is that the decision makers are often far removed from the people who will be responsible for the implementation of the strategic decision. In general, these “implementers” have not participated in discussions and the formulation of the strategic decision (Dean et al. 1996). In addition several authors argue for taking active forms of participation of the exective during the implementation or even in formulating the strategy (Beer, Eisenstat & Spector, 1990; Schaffer en Thomson, 1992; Flikkema & De Bruin, 2004, Kloosterboer, 2005). Participation in the implementation phase would increase the quality, feasibility and commitment to the strategy implementation. When this is combined with the participation of the employees, social media will mostly have an influence on the „inrichting‟ and „uitvoeren‟ phase of the implementation phase. 

Expectation 4: Implementation phases; The use of social media during the „setting up‟ and „executing‟ or middle phase of the implementation will have a strong influence on the participation of the members in the organization.



4.4 Participation of the employees and managers Employees and managers that are participating in the implementation phase of the decision, are more willing to increase their efforts for the organization than employees that are less involved (Mathieu & Zajac, 1990, Postmes, Tanis and de Wit, 2001). It also appears that participation can be seen as an

FIGURE 4; SOCIAL TECHNOGRAPHICS LADDER.

important variable in explaining knowledge diffusion. A high degree of participation would ensure a greater willingness to share and absorb knowledge (Van den Hooff & Van Weenen, 2004). Therefore participation is defined by Wagner (1994) as a normal convention which is a “process of influence sharing” (p.240). The degree to which employees participate can be very different; this can be influenced by the type of strategic decisions or the different interests both groups can have (Jones, 2004). Therefore this research focuses on employees and managers because they have to accept and

execute

the

implementation

and

are

directly

involved

in

the

implementation. During the interviews the „Social Technographics Ladder‟ was used which is a model that categorizes people to the extent they participate in various types of social web activities (Forrester Research, 2010). This ladder is presented in Figure 4, „Social Technographics Ladder‟. 

Expectation 5: Participation; The use of social media to increase the participation of members of the organization is not possible in every implementation process such as a „reorganisatie‟.

4.5 Personal characteristics Besides these factors mentioned above, also personal characteristics can have an influence on the use of social media for increasing participation during the implementation phase. For example gender, Fallows (2005) stated that men have more knowledge of digital communication and spend more time on the internet than women. Thus it could be expected that men spend more time on social media en thus use more social media during work activities. Bontekoning (2007) classified members of the organization in four different generations. „Protest generatie‟ included 1940 – 1954, „Generatie X‟ included 1955 – 1969, „Pragmatische generatie‟ included 1970 – 1984 and the last generation „Generatie Y‟ included 1985 – 2000). Furthermore Bontekoning (2007) stated that the more managers are working in an organization of a certain age the larger the influence is of this generation on the use of social media. Thus if manager did not use social media, they will not motivate employees to use social media. Furthermore, the culture (“basic assumptions and beliefs that the members of an organizations (Dodgson, 1993, p.376)” have) in the organization and the number of years members work for the same organization will imbed a person in that certain organization as stated by Dodgson (1993). In this research the personal characteristics such as active working years, age, function and gender will be measured in order to see how they affect the use of social media.





Expectation 6: Age; With an increase in age the use of social media for work activities will become more unlikely.



Expectation 7: Function; People working at higher positions in the corporate hierarchy will be less likely to use social media for work activities.



Expectation 8: Gender; men in general have more knowledge about social media than women.



Expectation 9: Active working years; With the increase of the number of active working years of employees and managers at Ordina the use of social media for work activities becomes more unlikely.

4.6 Conceptual model The characteristics of social media can be seen as the answer to the question, what makes these media social, or unique from the „older‟ media. Since September 2009, the number of users of social media is higher than that of email users and this trend will continue according to the research of Stanly (2010) and Netlash (2010). Furthermore, the time spent on social media has exceeded the time spent on email since November 2007 and this difference has been increasing ever since. Overall social media can have an influence on the diffusion and adaption. An interesting example in combination with Social media is the spread of rumors or gossip about a new strategic decision. With the help of social media, rumors and gossips will spread faster when compared to the situation where employees use the „old‟ forms of information sharing, such as email. In combination with the participation of the employees, social media will mostly have an influence on the „inrichting‟ and „uitvoeren‟ phase of the implementation phase. For the reason that organizations will follow other organizations in their environment which have already introduced social media at their office to stimulate employees communicating with each other. The conceptual model, as shown in Figure 5, that captures this research is presented below. The model represents the influence of social media on the participation of the employees in the implementation phase of a strategic decision. FIGURE 5; THE CONCEPTUAL MODEL .



5: Methodological Framework In this chapter the research design, data collection and analysis will be further explained. Furthermore, the sample strategy and quality indicators will be discussed.

5.1 Research design The research is a mixed methods approach as the results are based on a combination of a qualitative and quantitative design. This research aims to generate insights in the potential contribution of using social media as a communication tool in organizations during an implementation phase. Furthermore, there are many variables that influence the process of the implementation phase of an strategic decision, for example; the type of strategic decision, differences in employees and the types of social media. The choice for a mixed method approach is because of the fact that each approach has positive aspects and that the combination of both lead to the best results. The quantitative parts were conducted through a cross-sectional design. This means that questionnaires and some statistical analyses are included. For the qualitative part of the research, semi-structured interviews were held and analyzed. In 2007/2008 Ordina has done a case of implementation with the main subject (het nieuwe werken), with this implementation social media were partly used, but with the fast changing social media in the last couple of years, Ordina decided that there should be another study with the focus on the subject „ Social Media‟. As can be seen in Table A, the researcher used the case of Ordina with the implementation „Het Nieuwe Werken (HNW)‟ in 2007/2008. In the case 2, Ordina for the implementation of a strategic decision with the help of social media around 2011/2012. The researcher will ask the participants what their experiences were with the participation of employees during the strategic decision. The reason for both tests is because of the fact that in 2007/2008 there were different forms of social media. The only forms of social media that were used were Forums, Connect (intranet) OCS and Group Decision Room (GDR)-session2, which can be compared with the Twitter or a Chat session. In 2011/2012 there were different and more forms of social media, than in 2007/2008. So for that reasons both cases were studied. TABLE A; SELECTION CASES Case

Use of social media

HNW 2007/2008

Yes

Strategic decision 2011/2012

Yes

2

Een groepssessie met GDR vindt plaats in een ruimte waar alle deelnemers over een laptop beschikken. De laptops zijn via een draadloos netwerk verbonden zodat de deelnemers met elkaar kunnen communiceren. (Source Ordina GDR sessies)



5.2 Data collection In this subparagraph the data collection of qualitative and quantitative part of the research will be explained.

5.2.1

Qualitative part of the research

Semi-structured interviews were held with the participating employees of the strategic decision implementation (see Appendix I and II). The interviews were used to uncover the underlying individual motivations, thoughts and ideas about the topic (Bryman, 2008). The case was selected on the main criteria of the degree to which social media were used. Furthermore the case should be doable and accessible for the researcher. The researcher has conducted 16 interviews. These interviews were analyzed by using the coding frame mentioned in 5.3 and in Appendix V. The choice of these interviews will make it possible to make a comparison between the opinions of the individual respondents in the subgroups. If one person has an extreme opinion, it can be averaged by the other interviews in the employees or managers group. The unit of analysis will be the participation of the employees and managers during the implementation process in the organization, thus how the implementation phase takes place. Moreover, the unit of observation will be the employees and managers that participated in the strategic decision making process. The choice for the employees and managers is because they are more likely to notice the change and involvement of social media. The respondents were selected based on the following criteria: age, gender and function. During the data collection the researcher noticed that there were two female managers and six male managers, so the criteria gender, is replaced by the criteria „active working years‟. The semistructured interviews were conducted at the same time as the questionnaires. This simultaneous action made it possible to contact potential respondents for an interview.

5.2.2

Quantitative part of the research

According to the report of Ordina3 in June 2011 there were 3.104 employees. At the time the questionnaires were send out, Ordina came up with the limitation that the questionnaires could only be send to the Ordina Public Management Consulting (OPMC) and Samen Slimmer Werken (SSW) employees or using a link on Chatter4. In Appendix III the questionnaire is added. The researcher placed the link on Chatter and send an email to the OPMC and SSW colleagues, which is a total population around 1300. The total number of surveys that were collected is 77, which is a response rate of 5,92%. The SPSS output shows that 50 respondents used Chatter to communicate with colleagues. However, this does not mean that of the 77 respondents that fill in the survey, 50 respondents used the link of Chatter, but it can indicate that most respondents found the link through Chatter. 3

Halfjaarverslag Ordina 2011 Chatter is a collaboration application for the enterprise to connect and share information securely with people at work in real-time Source: www.salesforce.com/chatter 4



5.3 Data analysis In this subparagraph the data analysis of qualitative and quantitative part of the research will be explained. In Appendix IV the data analysis table is presented.

5.3.1

Qualitative part of the research

The research data were collected through sixteen interviews. Each interview has been recorded and later transcribed in order to minimize possible loss of information. When all transcripts were finished they were analyzed using a coding frame. All codes coming from the interviews and transcripts were brought together in one single coding frame. This coding frame consist of seven main topics which are all categorized in sub codes. The main topics of the coding frame have been marked in the interviews with a color in the following way: 

Green  Het Nieuwe Werken (2007/2008)



Blue  strategic decision & implementation phase (with social media),



Red  social media



Orange  Participation



Yellow  future



Grey  Het Nieuwe Werken (2011/2012)



Purple  general information such as gender, age, active working years)

In Appendix VI an example of the coding process is added. At the sideline of the interview transcriptions the kind of sub code which categorized this main topic and piece of (interview)text has been defined in a comment. After that all the collected codes have been reported in a clarifying scheme, which is proficient to recognize pattern recognition. When using the coding frame,

important

concepts

can

be

identified

in

the

data,

such

as

strategic

decision,

implementation strategic decision, participation employees, and social media. Finally, the concepts and categories were linked to each other and to the existing literature. The results of this led to a description of the main concepts and an answer to the research question. The researcher followed the guidelines of axial coding, structuring and interpretation indicated by the book by Boeije (2009). 5.3.2

Quantitative part of the research

The data of the quantitative part has been collected through questionnaires and was analyzed with the use of SPSS. Before the expectations could be tested, the answers from the questionnaire were summarized into workable and reliable items for both the dependent as independent variable. The reliability of the sum score of the variable should be higher than Cronbach‟s alpha of 0.7 because this is the scientific norm (Pallant, 2007). However, in this research a Cronbach‟s alpha of 0.6 is acceptable for the researcher otherwise a number of variables could not be tested. For example the variable „kennis‟ had a Cronbach‟s alpha of 0.681, before any item is deleted. The researcher choose to delete item 8.18, so the reliability would be increased to 0.695. The suggestion of SPSS to delete item 6.3, and to increase the Cronbach‟s alpha to 0.705. This item



6.3 is „Linkedin‟ in the research which is for the researcher to important to delete. So the Cronbach‟s alpha of 0.6 at the minimum will be chosen. Furthermore the Scatterplot is used to check for outliers in the data, which can influence the correlation coefficient (Pallant, 2007). During the research no „outlier‟ was found, so all of the data were included in the output. By the Scatterplot of expectation 4 and 8, there were some doubts to remove some respondents, but after removal the correlation decreased. During this research, the decision was made that a significant level of 0,05 is very strict. Furthermore it is a explorative research and a small response rate thus the significant level of 0.1 is acceptable in this research (Pallant, 2007). Within this research the assumption is accepted that the independent variable is a predictor for the dependent variable. This assumption could not be tested during this research, because the results have only been tested at one moment in time. Next to that, also the assumption of Cohen (1988, found in Pallant, 2007) is used to interpreted the correlations. Mentioned below in the Table B the different types of correlation guidelines. TABLE B; GUIDELINES CORRELATIONS Correlate

Guidelines

Small Medium Large

R = 0.10 – 0.29 R = 0.30 – 0.49 R = 0.50 – 1.0

Cohen, 1988

5.4 Sample strategy Purposive and convenience sampling will be both the sample strategy. Purposive sampling is used to select employees in organizations that are relevant to answer the research question. The technique convenience sampling is used to select the participants that are accessible and doable to the researcher and it is often used in explorative research (Bryman, 2008). The limitation, on the other hand the research is not representative for the entire population, but the research focused especially on the pilot part of the research.

5.5 Research quality indicators As stated by Bryman (2008) the quality indicators for qualitative research can be divided into different criteria; reliability, replication and validity.

5.5.1

Reliability

To increase the reliability of the research, each interview was recorded and transcribed afterwards. Furthermore in every interview the same topic list was used and the topics were carefully defined and explained to the participants, so that every participants interpreted the questions the same.

5.5.2

Replication

As stated by Bryman (2008) it is obvious that the researcher describes the procedure of the research in great detail, otherwise replication is impossible. During the research all the decisions,



processes and further actions will be explained and written down. The topic list will be published so if the research has to be replicated by another researcher, they know how to replicate the research.

5.5.3

Validity

The ecological validity in the research design is of an average level. The respondents will be interviewed at their office and not in a laboratory. This will result in a more natural setting where the research is held. The internal validity of this research is sometimes a little vague, because no causal relationship will be tested. To solve this problem multiple interviews and all the data will be analyzed by using the three coding techniques of Boeij (2009). This means that each interview will be coded by the same guidelines of Boeij (2009). In the end, the construct validity of this research is that a lot of different concepts will be used in the research. So to measure what needs to be measured, literature will be used from different sources to produce a topic list and optimize this validity.



6: Results The results of the qualitative part of the research have been included and further clarified in this chapter of the paper. These results can be affected by the setting in which the data is collected, Ordina which is a ICT- and consulting organization. It is possible that these results cannot be true for an organization in a different sector.

6.1 General information respondents Qualitative part As explained in the methods part of this paper, sixteen interviews have been conducted for the qualitative part of the research. Eight managers and eight employees were interviewed during the research. The age varies between 29 and 59 and the active working years varies between less than 1 year and 15 years. The managers group included two female managers and six male managers and the employees group included three male employees and five female employees. Each interview has been recorded and transcribed afterwards. The transcripts and codeframe can be found on the CD that is attached to this paper (Appendix XII). Parts of the coding frame will be used in this paragraph to specify the results. The coding frame has first been studied in detail to see whether there is a difference in the results between the managers and employees. For most of the results no differences appeared, so these results are not mentioned separately for the two subgroups to limit unnecessary repetition.

6.2 General information respondents Quantitative part The researcher distributed 1300 questionnaires in total over the OPMC and Chatter population. The number of surveys that were collected is 77. The researcher expected to receive many incorrect or only partly completed questionnaires, because the target groups were occupied working for a client, and it was distributed in the holiday period. In contrast, the researcher received very positive comments on the questionnaires that were placed on Chatter or were send by email. The respondents seemed to like the questionnaires and were happy to get the opportunity to give their opinion about the subject. Some facts are listed below and based on the results of the 77 questionnaires: 

Of the respondents 20,8% were female.



The minimum age was 25 years and the maximum age was 63 years. The average age of the respondents is 43 years.



58 of the respondents were employees.



To the question if the respondents used social media, only 8 respondents answered that they did not use social media during work activities.



Based on the significance level of 0.1 in total 19 significant results were found, based on the expectation five significant results between dependent and independent variables were selected (see Appendix VII; the correlation matrix)



6.3 Expectation 1; Positive aspects social media Based on Van den Hoff (2011), Hoyt (2011) and Koeleman (2011) the researcher takes the five main points for the positive aspects of social media and can be used to form the following expectation: “Positive aspects of social media such as knowledge exchange, Succinctness, Opportunity for networking, Ease of use and Swiftness will have a positive effect on the use of social media”. During the interview the question has been formulated as an open question, which allowed the respondent to mention the perceived positive aspects about social media in work activities. Those answers are summarized in Table C for every respondent. Notable is the fact that managers did not always perceive the opportunity for networking, where the employees did more often, who perceived it as beneficial and also made good use of it. Every respondent mentioned the use of social media for knowledge sharing as positive aspects. “Social media het is wel een andere manier van benadering van je populatie”. Even one respondent combined the aspect knowledge sharing to the fact of a better collaboration between employees and managers. One employees mentioned that he was an information junky and that social media makes a positive contribution to this. “Ik zou het toch wel heel aardig idee vinden om de keuze voor onze onderneming langs die weg te laten lopen”. TABLE C; POSITIVE ASPECTS SOCIAL MEDIA Aspects

Manager

Employees

8 5 3

8 2 2 1 4 (weak ties)

Knowlegde exchange Succinctness Ease of use Swiftness Opportunity for networking

2

Furthermore, the variable „positieve social media‟ and „social media gebruik‟ have a significant results, for which the respondent could fill in positive aspects of social media. There is a significant correlation of 0.291 (sig 0.011) between „social media gebruik‟ and „positieve social media‟, with an R Square is 0.085. The results of the T-test and F-test have both a significant level of 0.011. Formulated differently, if the respondent is more positive about social media it will result in an increase of the use of social media. This means that the expectation is not rejected for the interview as well as for the survey part of this research.

6.4 Expectation 2; Negative aspects social media For the research, the researcher had the following expectation formulated: “Negative aspects of social media such as mainly suited for private use, requires judiciousness, tendency for messages to be overly optimistic, replace real human interaction and information overload will have a negative effect on the use social media”. Based on Van den Hoff (2011), Hoyt (2011) and Koeleman (2011) the researcher takes the five points mentioned above. During the interview the question has been formulated as an open question, to allow the respondent to be able to mention the perceived negative aspects about social media in work activities. As shown in Table D the opinions about the negative aspects differ. Most respondents answered that there is a tendency



for messages to be overly optimistic on the social media platforms. Therefore, organizations were less able to control the information that was spread through the social media platforms. The negative aspect of replacing real human interaction is not mentioned often by the respondents and the researcher thought that this downside were mentioned often by the respondents. It is possible that the negative aspect of replacing real human interaction can be mitigated through the use of webcams during social media communication. There were a few negative aspects mentioned that cannot be put in the table. One respondent mentioned something that is worth mentioning. “Ik vind het te belangrijk gevonden. Weet je wel. Het is in basis volgens mij niet social. Ook al word het social media genoemd. Het is volgens mij een basis een egoshow”. A manager summarized the main negative effects of social media as follows: “Geloof dat ze nu 10 procent worden ingezet tijdens projecten. En ik verwacht wel dat ze naar 50 procent zullen gaan. Maar er zullen altijd klassieke vormen van een op een communicatie bij blijven bestaan en social media zal altijd een extra vorm communicatiemiddel zijn, maar zal nooit HET middel worden”. TABLE D; NEGATIVE ASPECTS SOCIAL MEDIA Aspects Mainly suited for private use Requires judiciousness Tendency for messages to overly optimistic Information overload Replace real human interaction

Manager

Employees

2 4 3

1 3 4

2 1

2

be

The researcher expected to find a negative relation between „negative social media‟ and „social media gebruik‟. But instead of a negative relation, no correlation is found. The correlation was 0.117 and the level of significance was 0.323. Furthermore, the R Square explained only 0.014% and the f-test and t-test were also not significant with a level of 0.323. Therefore the expectation is rejected for the survey part, but not rejected for the interview part.

6.5 Expectation 3; Communication The next expectation is formulated for Communication; “With the introduction of social media the communication lines will become shorter and the organization will become a kind of network”. Most of the respondents mentioned that the communication streams/flows were changed with the use of social media during the strategic decisions. By using social media the respondents noticed that it is easier to ask colleagues that they did not know, ask questions or react to their messages on Chatter. One respondent mentioned “Ja je ondermijt daarmee de hiërarch die daar leeft en dat maakt het makkelijk. Dus daarmee maak je het wel een stuk levendiger en verloopt de communicatie meer kriskras door de organisatie heen”. Another respondent mentioned “Dus ja, dat gaat voornamelijk om het geven van de informatie en het blijven voeden van mensen met informatie. Maar ook het ontvangen van informatie en daarop reageren. En daardoor ontstaat de kruisbestuiving”. Most respondents also noticed that with the use of social media, the organization started to function like a network, and in that network employees and managers communicate



with each other. Therefore, the communication lines became shorter because the communication streams flow diagonal and diagonal through the organizations. Therefore, employees and managers communicate more directly to the person they want to question. Furthermore with social media it is possible to post a message on the platform and everybody can react to that message, which shortens the communication lines. In addition to the question who should be leading or should show leadership during the communication process, the majority of the respondents indicated the management. A few respondents mentioned that also an ambassador is possible and that someone is an example for the other employees and managers. As can be seen in Appendix VII, VIII, IX and X there is a correlation between „social media participatie‟ and „communicatie‟. The correlation between the variables is 0.628 (sig 0.000). This means that there is a strong correlation. The R Square is 0.394 this means that 39.4% of the total variance in „social media participatie‟ can be explained by „communicatie‟. Furthermore the F-test in the ANOVA table as well as the t-test in the coefficients in Appendix VIII, IX and X showed that the significance level is 0,000 thus „communicatie‟ is a significant predictor for „social media participatie‟. Or formulated differently, the researcher can conclude that „communicatie‟ by the respondents can be used to explain the differences in „social media participatie‟. This means the more the employees communicate to each other via social media, the higher the participation during a implementation phase will be. To conclude, expectation 3, will not be rejected for both research parts.

6.6 Expectation 4; implementation phase The expectation that has been tested is “The use of social media during the „setting up‟ and „executing‟ or middle phase of the implementation will have a strong influence on the participation of the members in the organization”. For defining the phases of an implementation, the phases of Ooms & Wildschut (2011) are used. They distinguished seven phases which were mentioned in paragraph 4.3. The begin phase is the phase „searching‟ and „analyzing‟. The middle phase is „setting up‟ and „executing‟ and the final phase is „monitoring‟ and „securing‟. To get insight in how the strategic decision of Het Nieuwe Werken in 2007/2008 was introduced, questions were asked about the experience and participation during the implementation of HNW at Ordina. The participation in the introduction of the strategic decision was not very high according to all the sixteen respondents. In the begin phase only an announcement through the intranet and „nieuwsbrief Connect‟ were made. “ Bij een implementatietraject heb je veel meer nodig. Dan kom je dit tegen dan kom je dat tegen. Dat is erg hectisch. En dan is het goed om op juist social media sites dit soort dingen te delen. In het begin is het eigenlijk meer informatie wat je verstrekt van ja dat soort dingen zijn er, dit zijn randvoorwaarden en dat kom je tegen enzovoort”. During the middle and final phase employees and managers were able to participate more in the process. A respondent mentioned an example what they did during the GDR-sessions.



“En een van de trucjes die ik heb uitgehaald had is dat toen de mensen in de GDR zaal al kwamen heb ik ze hun schoenen laten uittrekken. En ik had voor 1.50 euro per stuk sloffen gekocht bij de Zeeman. Dus we hadden 30 sloffen van die Olli B Bommel sloffen, weet je wel. Iedereen moest verplicht die sloffen aandoen. En als ze naar afloop naar huis gingen mochten ze de sloffen meenemen. Omdat we zeiden dat als Ordina de thuisbasis voor medewerkers moet zijn, en thuis doen medewerkers hun schoenen uit, en dan doen medewerkers hun sloffen aan, en dat hadden we ook in de sessie gebruikt”. During the middle and final phase, the respondents mentioned, that it was positive that everyone was able to give their opinion on the different media. “En dat ze er ook echt mee gaan werken, ja dan is een social media platform is dan ontzettend handig omdat je daarmee ja, zeg maar je de motivatie kunt verhogen omdat je mensen kunt betrekken erbij. En je kunt ze er ook bij betrekken bij de planvorming om ideeën te verzamelen, maar je kunt ze ook infomeren over de status van je project. En je kunt ze ook informeren over de lancering, je kunt daar heel veel mee doen”. The downside of all these different types of media was that they did not know exactly where to look for information. There was no clear communication scheme which told the employees and managers where they could find the information or give feedback. An example formulated by a manager: “Maar ik denk dat social media, ja het is leuk, voor huis-tuinen-keuken-gebruik dingen, maar je kan dat niet inzetten voor dit soort dingen”. Because no correlation in this expectation will be measured, only a frequency table is calculated in SPSS (see Appendix VII, VIII, IX and X). In Figure 6, the answers of the respondents to the question in which implementation phases social media can be used to increase the participation of the employees and managers. The respondents noticed that mostly in the phases of „uitvoeren‟, „vraag bepalen‟ and „monitoren‟ social media can be used. If the phases were summarized into the three stages begin (51&44), middle (38&56) and final (51&45) phases, then the begin and final phases will be the most likely phases to use social media according to the respondents.

Figure 6; Frequency use of social media during a implementation phase 60 50 40 30 20 10 0

Fasen

Vraag bepalen

Analyseren

Inrichting

Uitvoeren

Monitoren

Borgen

51

44

38

56

51

45

The respondents may select more than one checkbox, so quantities may add up to more than 77



In Figure 7 it can be seen that most respondents tend to use the blogs such as Twitter, Chatter and Yammer, Forum and Social networking sites such as Facebook and Linkedin. The respondents mostly agreed that the use of virtual social worlds and virtual game worlds is not a good idea to increase the participation. To summarize, the expectation is not rejected for the qualitative part and rejected for the quantitative part of the research. Figure 7; type of social media use in implementation phase Other Virtual Game Worlds (World of warcraft) Virtual Social Worlds (secondlife) Photo Sharing (Flickr), Nieuws Sharing (Digg), … Social Networking (facebook, Linkedin) Forum (Tweakers.net) (Micro)-Blog (twitter, Chatter, Yammer) 0

10

20

30

40

50

60

70

The respondents may select more than one checkbox, so quantities may add up to more than 77

6.7 Expectation 5; Participation “The use of social media to increase the participation of members of the organization is not possible in every implementation process such as a „reorganisatie” was the expectation formulated by participation. During the interviews every respondent was asked if it is possible to involve social media in other strategic decision implementation processes. Almost every respondent, 15 out of 16, answered to this question that it is possible. From those 15 respondent, 5 mentioned that social media will not replace the „old‟ forms of communication, so it will not be the exclusive medium, but just an extra medium. Only one respondent had some doubts, because during an implementation process it is necessarily that employees have confidence in the process and the respondent was in doubt if this is possible when using social media. “Social media is dan een van de communicatiekanalen. En ik denk dat dat heel erg sterk afhangt van het soort bedrijf, de organisatie waar je zit, de cultuur, wordt het überhaupt gebruikt of niet” ……”En social media, ja dat is daar niet het ei van Columbus in” …”Nou ja voor echte belangrijke zaken, laat ik zeggen reorganisaties zou ik het niet premeir en direct in zetten. Dat lijkt mij verstandig om dat gewoon verstandig om mensen face-to-face te benaderen”. On the other hand an employee mentioned the following: “Dat maakt het aan de ene kant heel erg open en transparant en dat kan best wel heel eng zijn. Want dan moeten er ook mensen uit. Stel bij Ordina moet er 20 procent worden bezuinigd en die moeten eruit. En dat is vaak gewoon helaas niet anders. En maar ja juist dan is het heel belangrijk dat je dat op een Ja eerlijk manier zegt en managet en waar het vooral voor mij überhaupt vaak mis gaat ik neem dit express als voorbeeld wat het ergste is en wat je ook het liefst zou willen verzwijgen is dat wij, dat we het vanuit het management, dat is een klaag naar



het management, maar vaak regelen die het zo ongelofelijk slecht regelen. En dat maakt dat er vaak heel ruis omheen ontstaat”…… “Ja het is overal inzetbaar en het is onderdeel van. Ik denk wel dat er een groep mensen zijn die daar gewoon wat minder mee hebben. En die het wat minder zullen gebruiken en dat is prima. Dat is een keuze”. For the question which social media type is usefull and which is not, the researcher made some classification based on Koeleman (2011) visible in Table E. TABLE E; DIFFERENT TYPES OF SOCIAL MEDIA Type

Examples

Blogs Social networking sites Forum Photo, news en video sharing Virtual social worlds Virtual game worlds

twitter, Chatter, Yammer facebook, Linkedin Tweakers.net, Connect, OCS Youtube, Digg, Flickr, Dropbox, Workspace Secondlife World of Warcraft

The respondents were divided about the blogs. Some mentioned that only Chatter and Yammer were useful media, because of their internal use in the organization. Others mentioned that Twitter is also a good alternative. The social networking sites were classified by most of the respondents for only external use, so it is not possible to use it during an implementation process. Also the forums, especially mentioned Connect 5 and OCS6 are good media to improve the participation during the implementation process. The respondents were divided on the photo, news and video sharing, it was 50-50. Some mentioned that is was a good alternative, especially Dropbox and Workspace for sharing documents and Youtube for watching instruction movies. The other group mentioned that it is to externally orientated, and not therefore less usefull. Only two respondents saw the benefits of virtual social worlds and virtual game worlds, the rest off the respondents did not. These two respondents mentioned that it is a good way to experience the new way of working with decisions. Finally one respondents mentioned that every type of social media can be used. It is not the mean but the goal, what does the organizations want to accomplish. The researcher also wondered with what type of strategic decision it would be possible to use social media and with what type of strategic decision social media should not be used. In general the respondents answered that it is possible to be used for almost every strategic decision or change in the organization, but they do not recommended the use of social media for a „reorganisatie‟. One respondent answered to this question that it is always possible to use social media, but it depends on the type of organization, the culture and if social media is used in the organization. Two respondents noticed some guidelines for the use of social media in the implementation process. They noticed that when there is a Group of 40-50 employees they used the normal „old‟ way of communication, such as face-to-face and meetings. And when there are more than 50 employees they would make use of social media, to reach the entire group. 5 6

Connect is the intranet website of Ordina and has a forum Office Communicator Server



Furthermore, almost all the respondents saw the benefits to use social media to collect input for the implementation process. “ik denk dat social media een belangrijke rol kan hebben voor de input

gedurende

een

implementatie

fase,

maar

het

is

niet

de

oplossing

maar

een

communicatiemiddel dat gedurende een implementatie in alle fase ingezet kan worden” as said by a manager. The last significant result is between „social media gebruik‟ and „social media goed idee‟, where „social media goed idee‟ refers to the question how the respondents think of using social media during participation of employees and managers. A correlation was found between „social media goed idee‟ and „social media gebruik‟. The correlation was 0.372 (sig 0,001) and the R Square was 12.7%. The f-test and t-test results were also significant with a level of 0.001. This means that the researcher can conclude that „social media gebruik‟ of the respondents is affected by the perception of „social media goed idee‟. In the survey the respondents were asked the question, which form of social media they used on a to contact colleagues. They were able to choose daily, weekly, less than weekly, monthly, or never. As can be seen in Appendix XI mostly the blogs (Twitter, Chatter, Yammer) and social networking sites (Facebook, Linkedin) will be used for contact with colleagues about work activities. Furthermore, when the respondents were asked which type of social media they use in work activities for Ordina most respondents used Linkedin, Connect (intranet), Chatter and Wikipedia. On the one hand 75% of the respondents think that the use of social media to increase the participation is a good idea. On the other hand 68% agree to the statement that the use of social media is a good way to increase the participation of employees and managers during the implementation phase of a strategic decision. In the survey there was an option when the respondent wanted further explanation of the question. A few respondents made used this option. For example a respondent mentioned: “Volgens mij is ook sociale communicatie niet meer weg te denken als één van de communicatiekanalen. Door het te gebruiken naast andere kanalen denk ik dat je de dekkingsgraad verhoogd”. Another respondent noticed: “Dit soort beslissingen vragen om directe communicatie face tot Face omdat top deze manier ook direct op elkaar gereageerd kan worden” …. “strategische beslissingen lenen zich naar mijn mening niet voor social media”. The fifth expectation “The use of social media by the participation of employees is not possible in every implementation process such as a „reorganisatie‟ is for both, the qualitative as well as the quantitative part of the research not rejected.

6.8 Expectation 6; Age During the interviews, the questions have been asked about the age, function and the extent to which they used social media for work activities. These facts were summarized in Table F and Table G below. For two managers and one employee their type of social media usage was not asked during the interview, but the question was answered via email at a later time. The numbers



that were added in Table F and G between (….) refer to the level on the social media ladder. The higher the number, the less social media is used. As can be seen in the Table F and Table G the expectation formulate by the researcher is rejected for the interview part. The youngest members by Ordina (24, 29 and 31 year) in the interview section are a Joiner, which “visit and maintain a profile on social networking sites” (Forrester Research, 2010). Thus the oldest employees should, according to the expectation be a inactive or spectator, however the oldest member (54, 59 and 59 year) by Ordina are Inactive, Collector and Joiner. Thus only one member is not active on social media. Furthermore, based on the average in the different generations groups mentioned by Bontekoning (2007), „Generatie X (1955–1969) is the more active group on social media, followed by „Pragmatische generatie‟ (1970–1984), „Generatie Y (1985–2000)‟ and the last one „Protest generatie (1940–1954)‟. Following the expectation, „Generatie Y‟ should be the first and most active group on social media, and not „Generatie X‟. TABLE F; TYPE OF SOCIAL MEDIA USER MANAGER Function

Gender

Age

Active work

Type of social media user

Manager Manager Manager Manager Manager Manager Manager Manager

Male Male Female Male Male Male Male Female

35 51 38 46 46 40 59 43

5 year 11 year 1 year 10 months 3 year 15 year 7 year 1 year

Inactive (7) Creator (1) Collector (4) Collector (4) Creator (1) Conversationalist (2) Inactive (7) Joiner (5)

year year year year year year year year

TABLE G; TYPE OF SOCIAL MEDIA USER EMPLOYEE Function

Gender

Age

Active work

Type of social media user

Employee Employee Employee Employee Employee Employee Employee Employee

Female Male Male Male Female Female Female Female

31 33 24 54 29 59 47 41

5 year 5 months 1 year 7 year 3 year 6 year 11 year 7 year

Joiner (5) Spectator (6) Joiner (5) Collector (4) Joiner (5) Joiner (5) Joiner (5) Creator (1)

year year year year year year year year

There is a relation between the variable „leeftijd‟ and „social media gebruik‟. The first variable „leeftijd‟ refers to the year of birth which the respondent filled in. The variable „social media gebruik‟ refers to the questions which forms of social media the respondents used for communication to their colleagues in work activities. The variable „functie‟ was answered by the respondent using an open question asking what kind of function they fulfill at Ordina. As can be seen in Appendix VII, VIII, IX and X there is a correlation between „leeftijd‟ and „social media gebruik‟ 0.202 (sig 0.077). Based on the interpretations of Cohen (1988) suggests that this is a small correlation. Also the t-test and F-test which are both significant. The R Square of the first correlation is 0.047, which means that 4.7% of the total variance in „social media gebruik‟ can be explained by „leeftijd‟. The expectation refers to Age; “With an increase in age the use of social



media for work activities will become more unlikely”. The expectation for the interview part is rejected. To summarize, for the survey‟s a higher age of the respondent would lead to an increase in appreciation of social media and, furthermore ahigher function will lead to a better appreciation of social media. This means that for the survey part of the research this expectation is not rejected.

6.9 Expectation 7; Function The expectation that is formulated is: “People working at higher positions in the corporate hierarchy will be less likely to use social media for work activities”. As can be seen in the Table F and Table G the expectation formulated by the researcher is rejected for the interview part. The youngest and oldest manager in the interview section are both inactive social media types. But the other managers in the age of 46 perceive themselves as being a creator and collector. The creator is the highest type in the „Social Technographics Ladder‟ which is a model that categorizes people to the extent they participate in various types of social web activities (Forrester Research, 2010). The same goes for the employees, every employee in the interviews is at least a joiner on social media. There is a relation between the variable „functie‟ and „social media gebruik‟. The variable „functie‟ was answered by the respondent by using an open question, asking what kind of function they fulfill at Ordina. As can be seen in Appendix VII, VIII, IX and X, there is a correlation between „functie‟ and „social media gebruik‟ 0.217 (sig 0.058). Based on the interpretations of Cohen (1988) it is suggested that this is a small correlation. The same can be said for the results of the t-test and F-test which are both significant. The R square is 0.041, which indicates that 4.1% of the total variance in „social media gebruik‟ can be explained by the variable of „functie‟. In general the higher the function, the more social media is used in their work. Therefore the expectation for the interview part is rejected, but for the quantitative part is not rejected.

6.10 Expectation 8; Gender The following expectation that is formulated and tested refers to gender. As also can been seen in Table F and Table G by gender and social media type. Two male respondents answered to the question about their use of social media that they were inactive, so they are not using any form of social media. The female respondents are more active on social media, then the male respondents. Based on the results in Appendix VII, VIII, IX and X there is a correlation between „kennis‟ and „social media gebruik‟. The correlation between the variables is 0.521 (sig 0.000) which means this is a strong correlation (Cohen, 1988). Also the variable „social media gebruik‟ and „kennis‟ show a significant result, where the variable „kennis‟ is the knowledge of social media summarized in a variable. Furthermore, the variable „communicatie‟ and „social media participatie‟ also shows a significant result. „Communicatie‟ refers to the total of types of communications such as bottom-up, top-down, diagonal and horizontal communications types and the variable „social



media participatie‟ refers to the question whether the respondents think they will use social media to let employees and managers participate during an implementation. The R Square of the second expectation is 0.272 thus 27.2% of the total variance in „social media gebruik‟ can be explained by „kennis‟. Furthermore, the F-test in the ANOVA table as well as the t-test coefficients in Appendix VIII, IX and X showed that the significance is 0.000 thus „kennis‟ is a significant predictor for „social media gebruik‟. Or formulated differently, the researcher can conclude that „social media gebruik‟ of the respondents can partially be explained by the difference in „kennis‟. Thus it can be stated that the more knowledge respondents gain about social media, the further the value of social media will increase. The influence of „gender‟ is not significant so there is no relation for this expectation. To conclude, expectation 8, “men in general have more knowledge about social media than women‟ is rejected for both the quantitative and qualitative part.

6.11 Expectation 9; Active working years The last expectation is formulated for active working years; “With the increase of the number of active working years of employees and managers at Ordina the use of social media for work activities becomes more unlikely”. This expectation has not directly been asked during the qualitative part of the research. As can been seen in Table F, the manager that has a lower number of working years at Ordina, 10 months, is a „collector‟. The collector is someone who “organizes content for themselves or others using RSS feeds, tags and voting sites” (Forrester Research, 2010). Next to that the manager that works one year at Ordina is a „joiner‟ type, which means that she is connected through social networks for example Facebook or Linkedin. Nevertheless, the managers with 5 and 7 active working years at Ordina are inactive social media users. This means that they did not create or consume any form of social media. On the other hand the managers that have the highest number of active working years, namely 11 and 15 years, are a creator and conversationalist. These types are the first and second types of social media user, which means that they publish a blog, upload videos and post updates on Twitter so they are the active social media users and have the highest active working years by Ordina. To conclude, the expectation for managers is not correct, and is therefore rejected. The newest employees, who have 5 months and 1 year active working years at Ordina, are a Spectator and Joiner type. This means that they maintain a profile on networking sites and read blogs and watch videos. So there are not that active on social media. For the two employees with the highest number of active working years at Ordina, namely 7 and 11 years are a Joiner and Collector. These types are more active on social media than the employees with the lowest work experience. Thus also for the employees the expectation is rejected. In the correlation matrix there is a significant result of 0.077 (pearson correlation 0.202), but the result of the scatterplot showed that the answers were widely spread. This explains, furthermore, the results of the R Square (0.000), the F-test (0.001, sig 0.971) and T-test (sig 0.971). These results show that both the variables will have a very small influence on each other. To summarize, for both the quantitative and qualitative part of the research, the expectation can be rejected.



7: Conclusion The main goal of this explorative research is to discover the potential role of social media in the implementation phase of a strategic decision. On the one hand the research generates insights in the effectiveness of social media as a communication tool and as a participation tool for employees and managers in organizations during an implementation phase. On the other hand it gives organizations an idea about the way social media contributes to the implementation of a strategic decision, which could help the organization improve. Both aspects are reflected in the research question: 

To what extent can the use of social media contribute to the participation of employees and managers in the implementation phase of a strategic decision?

As has been shown in the results chapter there are some differences between the quantitative and qualitative part of the research. For example in expectation 7; function, is rejected for the qualitative part, but not rejected for the quantitative part of the research. As mentioned before, the results could be affected by the setting in which the data is collected, due to the fact that Ordina is an ICT and Consulting organization. It is possible that these results cannot be valid for organizations in a different sector. Furthermore the differences between the quantitative and qualitative results will also be analyzed in this chapter.

7.1 Social media As mentioned in the results section, positive and negative aspects about social media can influence to some extent the respondents use social media in work activities. Therefore, based on Van den Hoff (2011), Hoyt (2011) and Koeleman (2011) five positive and five negative effects were selected. The positive effects are knowledge exchange, succinctness, opportunity for networking, ease of use and swiftness. On the other hand the negative aspects are private use, requires judiciousness, tendency for messages to be overly optimistic, replacement of real human interaction and information overload. All the respondents in the qualitative part mentioned the point of knowledge sharing, followed by succinctness as positive aspects for social media. Notable is the fact that managers did not always perceive the opportunity for networking while the employees did so more often, who saw it as beneficial and also made good use of it. Also ease of use and swiftness were mentioned by the respondents as positive aspects. Even one respondents combined the aspect knowledge sharing to the fact that a better collaboration between employees and managers can be established. The disadvantages of social media are divided. The respondents answered that real human interaction is the most important communication tool for spreading information about a strategic decision or the implementation phase. Furthermore, the respondents mentioned that they saw social media as being mainly suitable for private use. Therefore, the first conclusion refers to the fact that Ordina should take into account that the members of the organization have different ideas about social media. Thus for both „groups‟ information needs to



be spread in different ways. Furthermore, if Ordina integrated social media with a webcam or video calls then they might be used more often. The expectation which refers to communication, is for both parts of the research accepted. The communication through the use of social media is changing. The respondents mentioned that they can find each other quickly and easily talk to anyone. These reasons can also be found by the positive sides of the use of social media. To conclude, the communication lines become shorter and therefore the organization will become more a kind of network, which confirms the theory of van den Hof (2011) and Karjaluoto (2008) mentioned in the theoretical framework. Van den Hoff (2011) stated that employees can communicate in smaller groups and more directly. Karjaluoto (2008) stated that organizations can use social media to build and maintain relationships with employees and facilitate communication between employees, team members and layers of the organizations. To summarize, the second conclusion that can be drawn refers to the changing environment based on the communication within Ordina. In order to be successful in satisfying the members of the organization, Ordina should take into account that rumors or (sensitive) information will spread more easily and faster through the organization with the use of social media. Therefore, Ordina should take the lead on spreading information, before rumors start.

7.2 Implementation phase For defining the phases of an implementation, the phases of Ooms & Wildschut (2011) are used. The begin phase is the phase „vraag bepalen‟ and „analyseren‟. The middle phase is „inrichting‟ and „uitvoeren‟ and the final phase is „monitoren‟ and „borgen‟. If the respondents of the interviews use social media for participation during an implementation phase, they chose to use it especially in the middle and final phase. However, the respondents of the survey chose to use social media in the begin and final phase. Thus all respondents agreed on the final phase, but on the question whether or not to use social media in the begin and middle phase of an implementation the opinions were divided. The downside of using different types of media was that they did not know where exactly to look for information. There was no clear communication which told the employees and managers where they could find the information or give feedback. Almost all respondents were enthusiastic about the use of social media to increase the participation. Based on these results the following conclusion can be formulated, that the members of Ordina are willing to get more involved in the different stages of the implementation phases and want to increase the participation. Ordina is a consulting and ICT-organization, thus uses the knowledge of the consultants and employees during the different stages. These members have a lot of experience and knowledge and were used to advice their customers about their problems.

7.3 Participation Almost all respondents answered to the question about the use of social media that it is possible to involve social media in strategic processes and implementation phases. But they also



mentioned that social media will not replace the „old‟ forms of communication, so it will not be the single media, but just an extra medium. The forms of social media that they prefer to use are blogs (Chatter and Yammer), social networking (Linkedin) sites and forum (Connect). Almost all respondents will not use virtual game worlds of virtual social worlds. In work activities at Ordina most respondents used Linkedin, Connect (intranet), Chatter and Wikipedia on a daily or weekly basis. To give a guideline the participants noticed that when there is a group of 40-50 employees they used the normal „old‟ way of communication, such as face-to-face and meetings. However, when there are more than 50 employees then they would make use of social media, to reach the total group. Respondents indicated that social media are suitable for all types of strategic decisions, but it is not recommended to use social media for a „reorganisatie‟. Also it depends on the type of organization, the culture and whether or not social media is used in the organization. The fourth conclusion refers to the fact that Ordina should choose one or two forms of social media. For example use only Chatter and Connect and integrate these forms in Outlook. Chatter can be used by the employees who think positive about social media and Connect about the employees who have some doubts about the use of social media. So both groups will be informed and were willing to participate more in implementation phases. The fifth, and maybe most important conclusion that can be drawn is that social media is not THE way, but it will have a more supporting role. Social media will always continue to exist along the current resources. Next to that the participants think that the use of social media to increase the participation of employees and managers during the implementation phase of a strategic decision is a good idea and therefore a useful tool to introduce in these situations.

7.4 Personal characteristics Bontekoning (2007) stated that the more managers are working in an organization of a certain age the larger the influence is of this generation on the use of social media will be. Based on the results of the qualitative part of the research it has become clear that age and function have no influence on the use of social media. For the quantitative part it can be said that an increase in the age of the respondent the more they will appreciate social media and , furthermore, the higher in function, the better the respondents appreciate social media. Also, the respondents with higher functions use social media more often in their work. The average age by Ordina is very high, which effect the expectation refers to age. A lot respondents that took part in the questionnaire were from the categories 1955-1970 (44.2%) and 1970 – 1985 (44.2), which indicates that the diversity of the population is very low. Furthermore Fallows (2005) explains that the difference in gender as “Women are catching up to men in most measures of online life. Men like the internet for the experiences it offers, while women like it for the human connections it promotes” (p.1). The expectation for active working years can be explained partly by the fact that the respondents work in an ICT organization, so they are used to work with computers and thus have more feeling with technological renewals such as social media (Bontekoning, 2007). As was mentioned in the theoretical background, Fallows (2005) stated that men have more knowledge of digital



communication and spend more time on the internet than women. However, this statement of Fallows (2005) is not confirmed in this research. It is more the other way around, the female respondents are more active on social media, when compared to the male respondents. Therefore gender has no influence on the knowledge of social media. In this research it was found that the respondents who started at Ordina were less active on social media, than the respondents who worked there longer. Therefore, the conclusion can be drawn that in this research Ordina should not take into account differences in gender, function, active working years and age. These factors have very little influence on the differences in use of social media. It can be recommended to introduce some sort of course to can teach members of the organization that want to use social media, but have no idea how to use it.



8: Discussion Like most scientific research, this research suffers from several limitations and raises new ideas for further research. First, the limitations of this research will be discussed. During this discussion, both the reasons underlying these limitations and their impact on the results of the study will be clarified. Based on the limitations and conclusions of the present study, this report will end with outlining several directions for future research.

8.1 Limitations However, the results presented in the previous chapter provide a valuable insight, this research suffers from several limitations. The first limitation of this research is that the literature explains a certain causality condition. Swanborn (1999) formulates three conditions for testing causality: correlation between X and Y, correct time sequence and the statistical relationship between x and y is not created by a third variable. However, during this research it was not possible to test for this causality because the results have been only tested at one moment. However, based on this concept it cannot be stated which concepts took place earlier in time. Therefore, for that reason the researcher assume that there is a causal relationship because the goal was to examine the relationship between the variables. Next to that, this research was conducted only on a small size of the total population of Ordina. Ordina came up with the limitations that the questionnaires could only be send to the Ordina Public Management Consulting (OPMC) and Samen Slimmer Werken (SSW) employees or with a link on Chatter. The respondents that already use Chatter have an advantage on the respondents that saw the link in the email. These Chatter respondents already frequently use social media. The questionnaire was made by the researcher, and thus not tested. It is possible that the questionnaire is not reliable and therefore the results cannot be generalised in order to be applied in an other organizations. Also to generalize the results, the study should have involved more respondents at different departments. Furthermore, the research is only conducted at Ordina, which is an ICT, consulting and outsourcing organization. This is a specific sector with specific respondents in that organization. This will be further discussed in the paragraph future research. Thirdly, during the interviews the respondents of these interviews were asked if they knew respondents that were able to answer these questions. The selection of the respondents had a snowball effect, which result in the situation that not the entire population was questioned.



8.2 Contribution to scientific knowledge Different relations were found between the dependent and independent variables in this research. Each of these relations will be described in this paragraph. 

Social media

As mentioned in an article of Wemmenhove (2011), social media can help to connect members in the organizations with each other and facilitate meaningful conversations through appropriate conversations, through which knowledge, experience and creativity can flow throughout the organization. This is confirmed in this research. The respondents were enthusiastic about the use of social media in participation during the implementation phases. Next to that also the theories of Koeleman (2011) and Karjaluto (2008) were confirmed in this research. They stated that social media can be used for top-down communication (podcasts), peer-to-peer communication (blogging, email) and two-way communication between management and employees (forums, twitter). The respondents indicated that managers and employees can easily find each other and communicate more directly with each other. Furthermore, based on Van den Hoff (2011), Hoyt (2011) and Koeleman (2011) five positive and five negative effects were selected. The positive effects of social media were also mentioned by the respondents in both the quantitative and qualitative part of this research. These positive effects helped the respondents to share knowledge and experiences. The negative effects of social media were confirmed in the qualitative part, the respondents mentioned these negative effects. However, in the quantitative part these effects were not mentioned as negative effects on the use of social media. Therefore this theory can only be partially confirmed. 

Implementation phases

The respondents in the qualitative part mentioned that the participation during the „inrichting‟ and „uitvoering‟ or middle phases will have the most influence on the participation of the members in the organization. However, in the questionnaires the respondents mentioned the phases of „uitvoeren‟, „vraag bepalen‟ and „monitoren‟. Therefore, the literature of Ooms & Wildschut (2011) can only be confirmed for the qualitative part of this research. 

Participation

Employees and managers that are participating in the implementation phase of the decision are more willing to increase their efforts for the organization than employees that are less involved (Mathieu & Zajac, 1990, Postmes, Tanis and de Wit, 2001). Furthermore, a high degree of participation would ensure a greater willingness to share and absorb knowledge (Van den Hooff & Van Weenen, 2004). This theory is also confirmed in this research for both the quantitative and qualitative part of this research. Already mentioned in the theoretical part, a strategic decision has a broad definition. The results in this research confirmed the expectation that not in every strategic decision social media is useful. In general in the implementation phase of a „reorganisatie‟ it is not recommended to use social media.





Age

In this research the literature of Bontekoning (2007) is not confirmed for the interview part. The literature is accepted for the quantitative part, whereby in general it can be stated that the higher the age of the respondent the more they appreciate social media and next to that the higher in function, the better the respondents appreciate social media. 

Function

Furthermore Bontekoning (2007) stated that the more managers are working in an organization of a certain age the larger the influence is of this generation on the use of social media. Thus if managers did not use social media, they will not motivate employees to use social media. This literature can be partially confirmed in this research. This literature is accepted for the quantitative part, whereby in general it can be stated that the higher the function, the more social media is used in their work. 

Gender

Fallows (2005) stated that men have more knowledge of digital communication and spend more time on the internet than women. This literature is rejected for both the quantitative and qualitative part of this research. However, it could be that these results can be affected by the setting in which the data is collected. Ordina is an ICT and Consulting organization, therefore the members, both female and male, were used to work with computers and ICT. Thus it is possible that if this research is performed in another organization in a different sector the theory of Fallows (2005) will be accepted. 

Active working years

In this research, for both the quantitative as qualitative part, it can be in general stated that there is no correlation between the active working years and the use of social media. Therefore the theory of Dodgson (1993) is not confirmed.

8.3 Future research As mentioned in the theoretical background, little scientific knowledge is available about social media due to the fact that it is a relatively new topic. Therefore, future research is necessary. As mentioned in the limitation section, the research is conducted at the organization of Ordina, which leaves the question if the results can be generalised in order to be applied in other organizations. Future research could for example focus on the different types of organizations, such as sector and organization size. So, differences in employees will become visible when working in larger or smaller organizations whether or not they use social media in their work activities. Future research could also focus on the stage before the strategic decision is made and how social media can be used in this stage. The respondents in the research were also enthusiastic about this idea. During the research the „mood‟ of the respondents was not studied. The „mood‟ of the respondents could influence the decision of using social media, if the respondent is positive about social media, they would more easily made use of it. Thus the influence of the „mood‟ on the relationship between the use of social media and participation could be researched.



The last suggestion for future research refers to the other significant effect in the research. In the research in total 19 significant results were found and only five were investigated. Next to that also the differences between the qualitative and quantitative part can be investigated more, maybe in another organization there are different results.

8.4 General recommendations for the organization Based on the results and conclusions there are three important recommendations for Ordina. However, not all of these recommendations have a scientific perspective, the researcher is convinced that these recommendations are important for Ordina. First, the respondents are willing to get more involved in the different stages of the implementation phase of a strategic decision. The respondents noticed that they were willing to be involved in the begin, middle and final phases and were enthusiastic about the use of social media to increase the participation. Therefore, it can be valuable to use the knowledge of the consultants and employees at Ordina during the different stages. The consultants working at Ordina have a lot of experience and knowledge gained from their customers and are used to advice their customers about their problems. Thus why not use their experiences and knowledge at Ordina? Next to that, because of the fact that the communication with the use of social media is changing, use social media more to communicate directly to the employees and managers of Ordina. Employees and managers at Ordina are more used to work with technological changes such as social media, so they will use forms of social media more easily. The researcher recommends to choose one of two types of social media for the communication. The downside of all these different types of media was that the employees and managers did not know where exactly to look for information. There was no clear communication which told the employees and managers where they could find the information or give feedback. For example use only Chatter and Connect and integrate these forms in Outlook. Chatter can be used by the employees who think positive about social media and Connect can be used for the employees who have some doubts about the use of social media. So both groups will be informed and might be willing to participate more in the implementation phases. Finally, due to the fact that Ordina faces fundamental problems such as a lot of internal changes of employees and managers, social media is a correct and the easily accessible way to inform the employees about what is going on, before the rumors start. Participation and well informed employees should lead to more commitment to Ordina.



9: References Barney J.B. (2007), Gaining and sustaining competitive advantage, 3rd edition, Upper Saddle River, NJ: Pearson Education Beer M., Eisenstat R. & Spector B., (1990), The critical path to corporate renewel, Boston, MA: Harvard Business School Press. Boeije (2005), Analyseren in kwalitatief onderzoek: Denken en doen, Boomonderwijs Bontekoning A.C. (2007), Generaties in organisaties; een onderzoek naar generatieverschillen en de effecten daarvan op de ontwikkeling van organisaties, Universiteit van Tilburg Bradford M., Florin J. (2003), Examining the role of innovation diffusion factors on the implementation success of enterprise resource planning systems, International Journal of Accounting Information Systems 4, 205–225. Bryman A. (2008), Social research methods (third edition), Oxford/New York: Oxford University Press Inc. Cotton J.L. (1995), Participation's Effect on Performance and Satisfaction: A Reconsideration of Wagner, The Academy of Management Review, Vol. 20, No. 2 (Apr., 1995), pp. 276-278 Dean J.W., Sharfman M.P. (1996), Does Decision Process Matter? A Study of Strategic DecisionMaking Effectiveness, The Academy of Management Journal, Vol. 39, No. 2, pp. 368-396 Dodgson M. (1993), organizational learning; a review of some literatures, Organization studies, vol. 14, no.3, p, 375-394. Eisenhardt K.M., Zbaracki M.J. (1992), Strategic decision making, department of industrial engineering and engineering management, Stanford university, Stanford, California, USA. Fallows D (2005), how women and men use the internet, PEW internet & American life project 1615, Washington DC, 20036 Field A., (2005) Discovering Statistics using SPSS, Second Edition, Sage Publications, London.



Flikkema, M.J., en P. de Bruin – Verandering vergt bovenal duidelijkheid en invloed. – From: S. ten Have en W. ten Have – Het boek verandering, over het doordacht werken aan de organisatie. – Den Haag : Academic Service, 2004 Forrester Research, (2010) Online Survey, Q4, North American Technographics Empowerment Grundy T., (1996), Strategy implementation and project management, International Journal of Project Management 16 (1), 43-50 Hoff van den R. (2011), Society 3.0; a smart, simple, sustainable & sharing society, Creative commons Hooff B. van den, Leeuw F. de (2004), Committed to share: commitment and CMC use as antecedents of knowledge sharing, Knowledge and Process Management, 11(1), 13-24. Hoyt D.B. (2011), social media efforts, American College of Surgeons, Chicago, IL Jones, G.R. (2004). Organizational Theory, Design, and Change, (4th ed.). Upper Saddle River, NJ: Prentice Hall. Karjaluoto E. (2008), a primer in social media; examining the phenomenon, its relevance, promise and risks, SmashLAB white. Kloosterboer, Paul – Hoog Rendement Strategie, strategie als manifestatie van bintenties. – From: Holland Management Review (2005b) (april) 100 Koeleman H. (2011), twitteren op je werk; social media voor interne communicatie, Wolters Kluwer Business. Mathieu, J.E., & Zajac, D.M. (1990). A review and meta-analysis of the antecedents, correlates and consequences of organizational commitment, Psychological Bulletin, 108, 171–194. Netlash (2010), online trends 2010, http://www.netlash.com/downloads/online_trends_2010_netlash.pdf Ooms H., Wildschut M., (2011), Congres Jeugd in Onderzoek; Wijzer in implementeren, Nederlands Jeugdinstituut.



Ordina, (2011) Halfjaarverslag Ordina N.V. Pallant J (2007), SPSS Survival Manual; a step by step guide to data analysis using SPSS for Windows version 15, Third edition, Open University Press Postmes, T., Tanis, M. & De Wit, B. (2001), Communication and commitment in organizations: A social identity approach. Group Processes & Intergroup Relations, 4(3), 227-246. Raduan C.R., Jegak U., Haslinda A., Alimin I.I., (2009), Management, strategic management theories and the linkage with organizational competitive advantage from the Resource-Based view, European Journal of Social Sciences, volume 11, number 3 Schaffer R., Thomson H. (1992), Successful change programs begin with results, Journal Article, Harvard Business Review (70), 80-89. Stanley M. (2010), internet trends, http://www.morganstanley.com/institutional/techresearch/pdfs/Internet_Trends_041210.pdf Wagner H, (1994) – from Kaplan A.M., Haenlein M. (2010), Users of the world, unite! The challenges and opportunities of social media, ESCP Europe, 79 Avenue de la Re´publique, F-75011 Paris, France Wemmenhove

K.

(2011),

Social

intranet;

zijn

organisaties

er

klaar

voor?,

whitepaper

onderzoeksresultaten motivatie gebruik social tools op de werkplek, Embrace Social Business Software.



10: Appendices

Master Thesis The implementation of a strategic decision through social media; an exploratory case study



Appendix I: Format invitation interviews Voordat ik u ga uitleggen wat precies het doel is van dit gesprek zal ik me eerst even voorstellen. Mijn naam is Marianne Netelbeek en ik ben momenteel aan het afstuderen voor de Master Organisation Studies aan de Universiteit van Tilburg en combineer dit met een junior traineeship bij Ordina Public Management. Zoals u wellicht weet zijn social media enorm in opkomst. Ook binnen organisaties gaat social media een steeds grote rol spelen en is het dus belangrijk om te weten wat social media kunnen betekenen voor communicatie. In het kader van mijn masterscriptie voer ik een onderzoek uit. Met het onderzoek wil ik achterhalen hoe social media kan bijdragen in het optimaliseren van de participatie van employees in een implementatiefase van een strategische beslissing. Via……………… , wil ik u graag uitnodigingen voor een interview. In een open interview zou ik graag met u willen bespreken wat u verstaat onder social media en of het kan bijdragen in het optimaliseren van de participatie tijdens een implementatietraject. Het doel is om een exploratief onderzoek hierna te starten. Ik zal vertrouwelijk met u antwoorden omgaan en zal gegevens anoniem of op organisatienaam verwerken in mijn rapport. Mijn voorkeur gaat uit naar een gesprek in de periode van …. tot …… Ik verwacht dat het gesprek ongeveer een uur tot anderhalf uur gaat duren. Na afronden van mijn master thesis zal ik u de resultaten van mijn onderzoek sturen. Mocht u nog vragen hebben of meer informatie wilt ontvangen is dat natuurlijk geen probleem. Ik zal, bij geen reactie, u op korte termijn ook telefonische benaderen om een afspraak met u te maken of om verdere vragen te beantwoorden. Alvast dank voor uw medewerking, Marianne Netelbeek 06 19 36 46 73 [email protected]



Appendix II: Topic-list interviews employees & managers Benodigdheden: - Voicerecorder, en extra batterijen - Pen en papier - Topiclist - Adres en contactgegevens respondent - Bedankje (doos bonbons) Introductie Hartelijk welkom. Voordat ik u ga uitleggen wat precies het doel is van dit gesprek zal ik me eerst even voorstellen. Mijn naam is Marianne Netelbeek en ik ben momenteel aan het afstuderen voor de Master Organisation Studies aan de Universiteit van Tilburg en combineer dit met een junior traineeship bij Ordina Public Management. In het kader van mijn masterscriptie voer ik een onderzoek uit. Met het onderzoek wil ik de voor en nadelen van het gebruik van social media achterhalen. Tevens zou ik willen kijken of social media zou kunnen bijdragen in het optimaliseren aan

de

participatie

van

interne

stakeholders

(medewerkers

en

managers)

in

een

implementatiefase van een strategische beslissing. In een open interview zou ik graag met u willen bespreken wat u verstaat onder social media en of het kan bijdragen in het optimaliseren van de participatie tijdens een implementatietraject. Tevens zal ik ook wat vragen stellen over de strategische beslissing en implementatie ervan die eraan ten grond slag ligt. Ik zal vertrouwelijk met u antwoorden omgaan en zal gegevens anoniem of op organisatienaam verwerken in mijn rapport. Het interview zal starten met wat algemene zaken en vervolgens zullen wij toe werken naar kern van het interview. Het interview zal ongeveer een uur in beslag nemen. Voor het handhaven van deze tijdsduur zou het kunnen zijn dat ik af en toe kan ingrijpen in het gesprek. Heeft u er bezwaar tegen dat het interview wordt opgenomen? Heeft u nog vragen voordat we met het interview van start gaan?



Introductievragen 1. Kunt u kort wat over uzelf vertellen? o

Doorvragen: Leeftijd

2. Op welke afdeling werkt u? o

Doorvragen: welke sector werkzaam

3. Hoelang werkt u al bij Ordina o

Doorvragen: aantal dienstjaren

Beslissing (HNW) Bij Ordina zijn flexibele werkplekken een aantal jaar geleden ingevoerd. 4. Kunt u in het kort aangeven wat de beslissing ten op zichten van flexibele werkplekken (HNW) in uw organisatieonderdeel heeft ingehouden? 5. Hoe is de introductie verlopen van HNW en met welk doel? 6. Wat zijn u eigen ervaringen op het gebied van HNW? 7. Wat ziet u hiervan bij u collega‟s? 8. Hoe beïnvloed HNW uw werk? 9. Op welke manier was u betrokken in bij de besluitvorming? 10. Leidt HNW volgens u tot meer participatie/betrokkenheid?

Implementatie Fase 11. Hoe heeft u geparticipeerd tijdens de implementatie van de flex werkplekken aan het begin, midden en einde? o

Doorvragen: wat was het verschil tussen de fases met betrekking tot participatie?

o

Doorvragen: kunt u hierbij een voorbeeld noemen?

12. Heeft u het gevoel gehad dat u bij de interne communicatie werd betrokken? o

Doorvragen: wel betrokken, hoe kwam dat tot uiting voor u?



o

Doorvragen: Niet betrokken, zou het verschil hebben gehad met behulp van andere vormen van interne communicatie, zo ja welke.

13. Welke invloed heeft u invloed had op het implementatietraject van HNW? o

Doorvragen: hoe kwam dat tot uiting voor u?

14. Welke personen zouden binnen Ordina de belangrijkste motivators moet zijn als het gaat om het voortouw te nemen op het gebied van veranderprocessen?

Social Media 15. Welke vormen van social media heeft u gebruikt bij de implementatie fase? o

Blaadje gebruiken (zie hieronder)

o

Doorvragen: Hoeveel tijd bracht u hierop door ongeveer?

o

Hoe heeft de organisatie deze social media gebruikt?

o

Wat is de rol van social media bij Ordina?

16. Vond u het een goede ontwikkeling om Social Media te gebruiken? o

Doorvragen: waarom wel  zitten er ook risico‟s of nadelen aan

o

Doorvragen: waarom niet  zou het mogelijkerwijs een rol kunnen spelen om te participatie te vergroten in andere strategische beslissingen? En waarom dan?

17. Hoe lopen de communicatiestromen met behulp van social media ?(bottum up, top down, horizontaal etc.) 

Hiermee bedoel ik wie er hierbij het voortouw neemt om jullie te infomeren. Kwam het van de top af, of hadden jullie hier zelf inspraak in.

18. Wat vind u van de scheiding werk/privé door de invoering van HNW en Social Media? 19. Hoe ziet u HNW met het oog op de toekomst? o

En in combinatie met social media?



Toekomst (introductie, dat dit los staat van HNW) 20. Welke rol ziet u voor social media bij besluitvorming en implementatie van organisatieveranderingen? o

Doorvragen: bij welke organisatieveranderingen wel/niet

21. Hoe zou de inzet van social media moeten zijn bij de begin fase van een implementatietraject? 22. Hoe zou de inzet van social media moeten zijn bij de midden fase van een implementatie traject 23. Hoe zou de inzet van social media moeten zijn bij de eind fase van een implementatie traject 24. Vind je dat hier grote verschillen tussen zitten met betrekking tot participatie? Bij welke fase het hoogste? 25. Welke ontwikkelingen verwacht u nog binnen de organisatie op het gebied van Social Media en participatie? o

Doorvragen: kunt u hierbij een voorbeeld noemen?

26. Wat vind u van het faciliteren van het gebruik van social media bij besluitvorming en implementatietrajecten? o

Doorvragen: op welke manier wilt u social media faciliteren?

27. Hoe denkt u dat de interne communicatie er over ongeveer 10 jaar uit zal zien? o

Wat zal er veranderen aan het communicatiebeleid

28. Wat is volgens u het effect van social media op de interne communicatie? 29. Denk u dat social media terzijnde tijd de email zal vervangen o

Telefoon/smsjes

30. Vind je dat Ordina inhoudelijke beperkingen/limitaties moet opleggen aan medewerkers met betrekking tot social media? o

Zo ja voor welke vormen van social media bijvoorbeeld twitter, facebook, of andere platformen?

31. Gebruikt u social media zakelijk/contact met collega‟s?



o

Welke vormen dan? 

o

In welke mate 

o



Met welke motivatie?

32. Verbetert social media de kwaliteit van de informatie en communicatie? 33. Kunt u positieve punten geven van Social Media met betrekking tot de inzet tijdens implementatietrajecten? o

Doorvragen, deze 3 punten van belangrijk, naar minder belangrijk te zetten

34. Kunt u negatieve punten geven van social media met betrekking tot de inzet tijdens implementatietrajecten? o

Doorvragen, deze 3 punten van belangrijk, naar minder belangrijk te zetten

35. Denk je dat door het gebruik van social media de functies uiteindelijk gaan verdwijnen? 36. Wat vind je van de inzet van de verschillende generaties, vind je dat er meer jongeren van het digitale tijdperk hier een voorbeeld functie in moeten vervullen?

Afsluiting 37. Wilt u nog ergens op terugkomen? 38. Zijn er wellicht nog zaken die niet aan de orde zijn geweest in dit interview die van belang zijn om te weten in het kader van het onderzoek? Zo ja, welke?

Dan wil ik u verder bedanken voor dit gesprek. Als mijn onderzoek afgelopen is zal ik u de resultaten sturen.



Soorten Social Media Soorten Blogs Social networking sites Forum Photo, nieuws en video sharing Virtual social worlds Virtual game worlds

Voorbeelden twitter, Chatter, Yammer facebook, Linkedin Tweakers.net, Connect Youtube, Digg, Flickr Secondlife World of warcraft

Type gebruiker Procenten ……………………… ……………………… ……………………… ……………………… ……………………… ……………………… ………………………

Voorbeelden U neemt niet deel aan social media, omdat ze er geen kennis mee hebben gemaakt, of omdat met het communiceren via social media niet prettig vind U leest blogs, tweets, youtube-filmpjes en recensies van anderen, maar plaatsen die zelf niet U heeft zich ook nog aangemeld via linkedin of facebook. U gebruikt RSS-Feeds om meldingen van nieuwstjes op website te krijgen en geven tags (merktekens) aan informatie op het web en ze geven aan of dragen bij wat anderen „leuk‟ vinden. U bent echt actief. Ze reageren op blogs en nemen deel aan forum discussies. U schrijft tweets, plaatsen berichten op facebook en linkedin U bent het meest actief. Ze schrijven blogs, plaatsen zelf filmpjes op youtube en foto‟s op Flickr.



Appendix III: Questionnaire Lees deze instructies aandachtig alvorens de vragenlijst in te vullen. Beste deelnemer/deelneemster, Ik zou u willen vragen de vragenlijst in te vullen. Mijn naam is Marianne Netelbeek en ik ben momenteel aan het afstuderen voor de Master Organisation Studies aan de Universiteit van Tilburg en combineer dit met een junior traineeship bij Ordina Public Management. In het kader van mijn masterscriptie voer ik een onderzoek. Met het onderzoek wil ik de voor en nadelen van het gebruik van social media achterhalen. Tevens zou ik willen kijken of social media zou kunnen bijdragen aan de participatie van interne stakeholders (medewerkers en managers) in een implementatiefase van een strategische beslissing. Ik wil benadrukken dat deelname aan dit onderzoek anoniem is: alle gegevens worden vertrouwelijk behandeld en informatie over individuele antwoorden wordt niet verspreid. De enquête start direct als u op onderstaande link klinkt. Het beantwoorden van de vragen en stellingen neemt 5 tot maximaal 10 minuten in beslag. Alvast bedankt voor uw medewerking! Marianne Netelbeek, Trainee Ordina OPMC



Algemene Vragen: 1. Wat is uw geboortejaar? 2. Wat is uw geslacht: º Man

º Vrouw

3. Wat is uw functie:

4. Hoeveel jaar bent u in dienst bij Ordina?

Social Media Vragen: Social media is een verzamelnaam voor alle internet-toepassingen waarmee het mogelijk is om informatie met elkaar te delen. Onder social media versta ik ook alle vormen van social media zoals (micro)blog (twitter, Chatter, Yammer), forum (Tweakers.net), virtual social worlds (secondlife) virtual game worlds (World of warcraft), Photo sharing (Flickr), nieuws sharing (Digg), video sharing (youtube) en social networking (facebook, Linkedin) 5. Gebruikt u social media voor uw werkzaamheden bij Ordina? º Ja

º Nee, (link gemaakt overslaan vraag 6 & )

6. Welke vormen van social media gebruikt u voor uw werkzaamheden bij Ordina? (meerdere antwoorden mogelijk) º º º º º º º

Hyves Skype Twitter Blogger Connect (forum) Digg (nieuws sharing) Tweakers.net (forum)

º º º º º º

MSN Facebook Igoogle Chatter Youtube (video sharing) Anders………

º º º º º

Linkedin Wikipedia Flickr (Photo sharing) Yammer Secondlife (Online gaming)

7. Hoe vaak gebruikt u ieder van onderstaande social media om contact te onderhouden met collega‟s? (1 = dagelijks, 2=wekelijks, 3=minder dan wekelijks, 4 maandelijks, 5 = nooit) 1

2

3

4

Blog (twitter, Chatter, Yammer) Forum (Tweakers.net), social networking (facebook, Linkedin) Photo sharing (Flickr), nieuws sharing (Digg), video sharing (youtube) virtual social worlds (secondlife) virtual game worlds (World of warcraft) Overige:…….(invullen)



5

8. Wat zijn volgens u positieve punten van social media met betrekking tot het werk?

9. Wat zijn volgens u negatieve punten van social media met betrekking tot het werk?

Algemene Stellingen: Onderstaande stellingen gaan over het algemeen gebruik van social media. Dus hoe u als respondent denkt over het gebruik van social media. Definitie Implementatietraject: Implementatie wordt gezien als „een procesmatige en planmatige invoering van vernieuwingen en/of veranderingen van bewezen waarde met als doel dat deze een structurele plaats krijgen in het (beroepsmatig) handelen, in het functioneren van organisatie(s) of in de structuur van een organisatie"(ZON, 1997). Definitie Participatie: Participatie betekent actieve deelname met betrekking tot medewerkers in een implementatietraject Helemaal oneens

Behoorlijk oneens

Oneens

Neutraal

Eens

Behoorlijk eens

Helemaal eens

10. Social media is het middel om de participatie tijdens een implementatietraje ct te verhogen 11. Social media belemmert medewerkers om snel informatie uit te wisselen 12. Door middel van social media durven medewerkers sneller feedback/hun mening te geven 13. De inzet van social media voor medewerkers participatie is een slecht idee 14. Om in mijn werk goed te functioneren is social media onmisbaar



Participatie: Definitie Implementatietraject: Implementatie wordt gezien als „een procesmatige en planmatige invoering van vernieuwingen en/of veranderingen van bewezen waarde met als doel dat deze een structurele plaats krijgen in het (beroepsmatig) handelen, in het functioneren van organisatie(s) of in de structuur van een organisatie"(ZON, 1997). Definitie Participatie: Participatie betekent actieve deelname met betrekking tot medewerkers in een implementatietraject 15. Bent u van mening dat de inzet van social media de participatie van medewerkers verhoogd? º Ja

º Nee,

16. Neem een implementatie traject in uw hoofd wat inmiddels is afgerond. Op welke manier bent u betrokken bij een implementatietraject?

17. Had u tijdens het implementatietraject ook echt het gevoel dat u erbij betrokken bent? º Ja

º Nee,

Communicatie Bottom-up communicatie: is de transmissie van boodschappen van lagere naar hogere niveaus. Helemaal oneens

Behoorlijk oneens

Oneens

Neutraal

Eens

Behoorlijk eens

Helemaal eens

18. Social media heeft een positieve effect op de bottum up communicatie Top-down communicatie: is de transmissie van boodschappen van hogere naar lagere hiërarchische niveaus. Helemaal oneens

Behoorlijk oneens

Oneens

Neutraal

Eens

Behoorlijk eens

Helemaal eens

19. Social media heeft een positieve effect op de top down



communicatie Horizontale communicatie: zijn de informatiestromen door functionele gebieden op een zelfde hiërarchisch niveau. Helemaal oneens

Behoorlijk oneens

Oneens

Neutraal

Eens

Behoorlijk eens

Helemaal eens

20. Social media heeft een positieve effect op de horizontaal communicatie Diagonaal comunicatie: informatiestroom waarbij de manager van de ene afdeling informatie uitwisselt met medewerkers van een andere afdeling Helemaal oneens

Behoorlijk oneens

Oneens

Neutraal

Eens

Behoorlijk eens

Helemaal eens

21. Social media heeft een positieve effect op de diagonaal communicatie 22. Bent u van mening dat het gebruik van social media een goede manier is om de participatie van medewerkers te verhogen tijdens een implementatiefase van een strategische beslissing? º Ja

º Nee

Eventuele toelichting vraag 22

23. Welke vormen van social media zou je inzetten gedurende een implementatiefase om de participatie van medewerkers te verhogen? Inzetten (aankruisen)

Vrijwillige toelichting

(micro)blog (twitter, Chatter, Yammer) Forum (Tweakers.net), social networking (facebook, Linkedin) Photo sharing (Flickr), nieuws sharing (Digg), video sharing (youtube) virtual social worlds (secondlife) virtual game worlds (World of warcraft) Overige:…….(invullen)



24. In welke fase van een implementatietraject kan social media een bijdrage leveren aan de participatie? (meerdere antwoorden mogelijk) Inzetten (aankruisen)

*Vraag bepalen  formuleren van de vraag, waar de verandering omdraait *Analyseren  maak een analyse van de betrokkenen, de vernieuwing, de organisatie en de omgeving * Inrichting  bepaal de aanpak waarmee u de verandering gaat doorvoeren * Uitvoeren  zet de verandering in gang * Monitoren  door de integratie van de verandering te monitoren en evalueren (meten), krijg u een duidelijk beeld van de mate waarin de verandering is geslaagd *Borgen  veranker de vernieuwing in de organisatie en blijf deze continue bijsturen en eventueel verbeteren.

25. In welke mate kan social media bijdragen aan de participatie van medewerkers gedurende een implementatietraject van een strategische beslissing?

26. Heeft u nog verder op en aanmerkingen?



Appendix IV: Data analyze table Questionnaire Wat wil ik weten? Verwachting 1

Variabelen Functie

Analyse gaat doen Scatterplot

Meetniveau Nominal

Geboortejaar

Correlations

Scale

Waar staat het? Item: 2 Item: 1

Social media gebruik Verwachting 2

Ordinal

Social media gebruik

Scatterplot

Ordinal

Kennis

Correlations

Nominal

Geslacht

Verwachting 3



Nominal

Scatterplot

Ordinal


Item: 5, 7.1, 7.2, 7.3, 7.4, 7.5, 7.6 Item: 5, 7.1, 7.2, 7.3, 7.4, 7.5, 7.6 Item: 6.1, 6.2, 6.3, 6.4, 6.5, 6.6, 6.7, 6.8, 6.9, 6.10, 6.11, 6.12, 6.13, 6.14, 6.15, 6.16, 6.17, 6.18 Item: 2 Item: 5, 7.1, 7.2, 7.3,

7.4, 7.5, 7.6 Dienstjaren

Correlations

Scale Item: 4

Functie Verwachting 4

Verwachting 5

Nominal

Social media participatie

Scatterplot

Ordinal

Communicatie

Correlations

Ordinal

Geslacht

Scatterplot

Nominal

Item: 18, 19, 20, 21 Item: 2

Functie

Correlations

Nominal

Item: 3

Nominal

Positieve social media Verwachting 6

Geslacht

Scatterplot

Nominal

Item: 8.1, 8.2, 8.3, 8.4, 8.5, 8.6 Item: 2

Functie

Correlations

Nominal

Item: 3

Nominal

Item: 9.1, 9.2, 9.3, 9.4, 9.5, 9.6 Item: 10, 11, 12, 14, 15, 16, 17

Negatieve social media Verwachting 7

Item: 3 Item: 10, 11, 12, 14, 15, 16, 17


Scatterplot

Ordinal

Implementatie

Correlations

Nominal Item: 22, 23, 25

Implementatie fase begin

Nominal

Implementatie fase midden

Nominal

Item: 24.1, 24.2

Verwachting 8

Item 24.3, 24.4

Implementatie fase einde Social media goed idee

Scatterplot


Correlations


Item 24.5, 24.6 Item: 13 Ordinal


Item: 5, 7.1, 7.2, 7.3, 7.4, 7.5, 7.6

Topiclist

Wat wil ik weten? Verwachting 1

Variabelen Functie

Analyse gaat doen Transcripten

Geboortejaar

Codering van interviews


Meetniveau/detail Groen  Het Nieuwe Werken Blauw  strategic decision & implementation phase (with social media), Rood  social media

Waar staat het? (functie op geselecteerd) V2 V1 V4, 5, 6, 7, 8, 9, 10, 35, 36

Oranje  Participation Geel  future Paars  general information Verwachting 2


Transcripten

Kennis


Geslacht

Groen  Het Nieuwe Werken Blauw  strategic decision

V4, 5, 6, 7, 8, 9, 10, 35, 36

& implementation phase (with social media), Rood  social media

V31 (Raar om te vragen)



Transcripten

Dienstjaren


Functie

Groen  Het Nieuwe Werken Blauw  strategic decision & implementation phase (with social media), Rood  social media



V4, 5, 6, 7, 8, 9, 10, 35, 36 V3 (functie op geselecteerd) V2


Social media participatie Communicatie

Transcripten Codering van interviews

Groen  Het Nieuwe Werken Blauw  strategic decision & implementation phase

V15, 16, V17, 18, 19, 27, 28,

(with social media), Rood  social media Oranje  Participation Geel  future Paars  general information Verwachting 5

Geslacht

Transcripten

Functie


Positieve social media

Groen  Het Nieuwe Werken

(Raar om te vragen)

Blauw  strategic decision & implementation phase (with social media), Rood  social media

(functie op geselecteerd) V2 V33


Geslacht

Transcripten

Functie


Negatieve social media

Groen  Het Nieuwe Werken Blauw  strategic decision & implementation phase (with social media), Rood  social media



(Raar om te vragen) (functie op geselecteerd) V2 V34


Social media participatie Implementatie

Transcripten Codering van interviews

Groen  Het Nieuwe Werken Blauw  strategic decision & implementation phase

V29, 30, 31, V11, 12, 13, 14, 20, 21, 22, 23, 24, 25, 26,

(with social media), Rood  social media Oranje  Participation Geel  future Paars  general information Verwachting 8

Social media goed idee

Transcripten



Groen  Het Nieuwe Werken Blauw  strategic decision & implementation phase (with social media), Rood  social media Oranje  Participation Geel  future Paars  general information



V35, 36 V4, 5, 6, 7, 8, 9, 10, 35, 36

Appendix V: Example coding process To illustrate the process of coding, an example of a fragment of a transcript is used for the stepwise coding process. First of all, open coding was used to mark the text sections with the help the main topics of the coding: 

Green  Het Nieuwe Werken (2007/2008)



Blue  strategic decision & implementation phase (with social media),



Red  social media



Orange  Participation



Yellow  future



Grey  Het Nieuwe Werken (2011/2012)



Purple  general information such as gender, age, active working years

Geïnterviewde: Ja ik ben ……. 35 jaar. Werk sinds 2007 voor Ordina. Afdeling Infrastructure solutions. In verschillende rollen als telecom consultant/adviseur, project manager en nu Samen Slimmer Werken consultant. Ja het nieuwe werken is in ieder geval voor mij meer dan alleen maar thuiswerken. Ook al is thuiswerken daar wel een onderdeel van. Maar het nieuwe werken gaat ook zeg maar om ja op een andere manier met elkaar om te gaan. Ja voor de beslissing zou je veel meer de participatie van je medewerkers of op een gegeven moment wat dan belangrijk is dan erbij kunnen betrekken. Want heel vaak worden er prachtige plannen bedacht waarvan iedereen in de uitvoering In de meest ideale wereld zou je het altijd, het is een kwestie van ga je het inzetten, maar die is er. Maar gaan mensen het gebruiken. Of je het nu wel of niet wil, ook op moment dat je het niet of wel wilt ik denk dat je dat The next step is axial coding, thus all selected parts of the transcript were analyzed and transmitted to an Excell spreadsheet. In this Excell sheets the concepts were used mentioned



above such as HNW, implementation phase, participation etc. The quote of the respondent is summarized in the spreadsheet. Important quotes were also added to this spreadsheet.

Introductie Naam respondent

Functie

Leeftijd

Geslacht

Dienstjaren

Manager 1

Manager

35 jaar

Man

2007 -> 5 jaar

Toekomst interne communicatie email * lastige vraag * social media zal grote slagen maken * verwacht niet hele nieuwe verwachten op het gebied van social media en communicatie * nee blijft bestaan --> hebt de * bewijslast probleem

participatie participatie beginfasen middenfase

* meegemaakt vanuit MVO coördinator * OCS werd het ingevoerd en forums

* gedurende alle fasen erbij betrokken geweest * was positief werd naar ze geluisterd

telefoon

*blijven, alleen zal het meer integreren met social media en meer integreren op je telefoon

Participatie eindfase

voorbeeld personen ordina

* geen verschil tussen de fasen met betrekking tot participatie

* aantal mensen hadden een soort van trekkersrol moeten krijgen * soort van voorbeeld functie en vraagbalk * managers en medewerkers



Appendix VI: Codebook SPSS Variable

SPSS variable name

Item 1

Geboortejaar

Item 2

Geslacht

Coding instructions

Measure Scale

1 = man

Nominal

2 = vrouw Item 3

Functie

1 = medewerker

Nominal

2 = manager Item 4

Dienstjaren

Item 5

Gebruik social media

Scale 0 = nee

Nominal

1 = ja Item 6.1

Vorm Hyves

0 = Nee

Nominal

1 = Ja 9 = NvT Item 6.1

Vorm MSN

0 = Nee

Nominal

1 = Ja 9 = NvT Item 6.2

Vorm Linkedin


0 = Nee


Nominal

1 = Ja 9 = NvT Item 6.3

Vorm Skype

0 = Nee

Nominal

1 = Ja 9 = NvT Item 6.3

Vorm Facebook

0 = Nee

Nominal

1 = Ja 9 = NvT Item 6.4

Vorm Wikipedia

0 = Nee

Nominal

1 = Ja 9 = NvT Item 6.5

Vorm Twitter

0 = Nee

Nominal

1 = Ja 9 = NvT Item 6.6

Vorm IGoogle

0 = Nee

Nominal

1 = Ja 9 = NvT Item 6.7

Vorm Photo sharing

0 = Nee

Nominal

1 = Ja 9 = NvT Item 6.8

Vorm Blogger

0 = Nee

Nominal

1 = Ja 9 = NvT Item 6.9

Vorm Chatter


0 = Nee


Nominal

1 = Ja 9 = NvT Item 6.10

Vorm Yammer

0 = Nee

Nominal

1 = Ja 9 = NvT Item 6.11

Vorm Connect

0 = Nee

Nominal

1 = Ja 9 = NvT Item 6.12

Vorm Video Sharing

0 = Nee

Nominal

1 = Ja 9 = NvT Item 6.13

Vorm Online Gaming

0 = Nee

Nominal

1 = Ja 9 = NvT Item 6.14

Vorm News Sharing

0 = Nee

Nominal

1 = Ja 9 = NvT Item 6.15

Vorm Forum

0 = Nee

Nominal

1 = Ja 9 = NvT Item 6.16

Vorm anders

0 = Nee

Nominal

1 = Ja 9 = NvT Item 7.1

Microblogs


0 = NvT


Ordinal

1 = Nooit 2 = Dagelijks 3 = Wekelijks 4 = Minder dan Wekelijks 5 = Maandelijks Item 7.2

Forum

0 = NvT

Ordinal


Social Networking

0 = NvT

Ordinal


Photo, video, news sharing

0 = NvT

Ordinal


Virtual social worlds


0 = NvT


Ordinal


Virtual game worlds

0 = NvT

Ordinal


Overige

0 = NvT

Ordinal


Positief: kennisdeling

0 = Nee

Nominal

1 = Ja 9 = NvT Item 8.2

Postief: kort en bondig

0 = Nee

Nominal

1 = Ja 9 = NvT Item 8.3

Positief: netwerken


0 = Nee


Nominal

1 = Ja 9 = NvT Item 8.4

Positief: laagdrempelig

0 = Nee

Nominal

1 = Ja 9 = NvT Item 8.5

Positief: vluchtigheid

0 = Nee

Nominal

1 = Ja 9 = NvT Item 8.6

Positief: overige

0 = Nee

Nominal

1 = Ja 9 = NvT Item 9.1

Negatief: prive

0 = Nee

Nominal

1 = Ja 9 = NvT Item 9.2

Negatief: goed opletten

0 = Nee

Nominal

1 = Ja 9 = NvT Item 9.3

Negatief: te rooskleurig

0 = Nee

Nominal

1 = Ja 9 = NvT Item 9.4

Negatief: informatieoverload

0 = Nee

Nominal

1 = Ja 9 = NvT Item 9.5

Negatief: geen contact


0 = Nee


Nominal

1 = Ja 9 = NvT Item 9.6

Negatief: overig

0 = Nee

Nominal

1 = Ja 9 = NvT Item 10

SM participatie verhogen

1 = helemaal oneens

Ordinal

2 = behoorlijk oneens 3 = oneens 4 = neutraal 5 = eens 6 = behoorlijk eens 7 = helemaal eens Item 11

SM Belemmeren mw

1 = helemaal oneens

Ordinal


Snel mening en feedback

1 = helemaal oneens 2 = behoorlijk oneens 3 = oneens 4 = neutraal 5 = eens



Ordinal

6 = behoorlijk eens 7 = helemaal eens Item 13

Participatie slecht idée

1 = helemaal oneens

Ordinal


Goed functioneren

1 = helemaal oneens

Ordinal


Participatie verhoogt

0 = Nee

Nominal

1 = Ja Item 16

Vb implementatietraject

Item 17

Gevoel participatie

Scale 0 = Nee

Nominal

1 = Ja Item 18

Communicatie top-down

1 = helemaal oneens 2 = behoorlijk oneens 3 = oneens



Ordinal

4 = neutraal 5 = eens 6 = behoorlijk eens 7 = helemaal eens Item 19

Communicatie bottom-up

1 = helemaal oneens

Ordinal


Communicatie horizontal

1 = helemaal oneens

Ordinal


Communicatie diagonaal

1 = helemaal oneens 2 = behoorlijk oneens 3 = oneens 4 = neutraal 5 = eens 6 = behoorlijk eens



Ordinal

7 = helemaal eens Item 22

Geode manier participatie

0 = Nee

Nominal

1 = Ja Item 22.toe

Toelichting vraag 22

Item 23.1

Vorm microblogs

Scale 0 = Nee

Nominal

1 = Ja Item 23.2

Vorm forum

0 = Nee

Nominal

1 = Ja Item 23.3

Vorm social networking

0 = Nee

Nominal

1 = Ja Item 23.4 Item 23.5

Vorm

photo,

news

en

video

0 = Nee

sharing

1 = Ja

Vorm virtual social worlds

0 = Nee

Nominal Nominal

1 = Ja Item 23.6

Vorm virtual game worlds

0 = Nee

Nominal

1 = Ja Item 23.7

Vorm anders

0 = Nee

Nominal

1 = Ja Item 24.1

Fase: vraag bepalen

0 = Nee

Nominal

1 = Ja Item 24.2

Fase: analyseren

0 = Nee

Nominal

1 = Ja Item 24.3

Fase: inrichting

0 = Nee 1 = Ja



Nominal

Item 24.4

Fase: uitvoeren

0 = Nee

Nominal

1 = Ja Item 24.5

Fase: monitoren

0 = Nee

Nominal

1 = Ja Item 24.6

Fase: borgen

0 = Nee

Nominal

1 = Ja Item 25

Welke mate kan sm bijdragen

Scale

Item 26

Overage opmerkingen

Scale

Leeftijdsklasse

Leeftijdsklasse

Scale

Sm_bevordert

Sm bevordert mw

Scale

Sm_goed_idee

Sm goed idée mw

Scale

Sumscore_knowlegde_sm

Kennis

Scale

Sumscore_communication

Communicatie

Scale

SocialMediaTotaal

Social media total

Scale

SocialMediaParticipatie


Scale

SocialMediaGebruik


Scale

Leeftijd

Leeftijd

Scale

implementatieFaseBegin

Implementatie fase begin

Scale

ImplementatieFaseMidden

Implementatie fase midden

Scale

ImplementatieFaseEind

Implementatie fase eind

Scale

PositieveSocialMedia

Positieve social media

Scale

NegatieveSocialMedia

Negatief social media

Scale

ImplementatieFase

Implementatie fase totaal

Scale



Appendix VII: Correlation matrix Correlations Geboortejaa Social media Geslacht Geslacht

Pearson

Functie Dienstjaren 1

r

gebruik

Communicati Kennis

e

positieve

negatieve

social media social media

social media Implementati participatie

eFase

sm goed idee mw

,078

,004

,174

-,011

-,079

,039

,014

-,029

,031

,175

,010

,500

,975

,129

,923

,521

,741

,902

,806

,789

,145

,929

77

77

77

77

77

69

75

76

73

77

71

77

,078

1

-,087

,197

,202

,096

,135

,219

,065

,093

,053

,038

,451

,086

,077

,433

,248

,057

,583

,421

,659

,741

77

77

69

75

76

73

77

71

77

**

,004

-,192

-,132

-,099

,000

,029

-,064

-,063

,000

,971

,113

,258

,394

,999

,800

,596

,585

77

77

77

69

75

76

73

77

71

77

**

1

,217

,111

,116

,153

-,033

,104

,008

,145

Correlation Sig. (2-tailed) N Functie

Pearson Correlation Sig. (2-tailed) N

Dienstjaren

Pearson

,500 77

77

77

,004

-,087

1

,975

,451

77

77

,174

,197

-,390

Correlation Sig. (2-tailed) N Geboortejaar

Pearson

-,390

Correlation



Sig. (2-tailed) N Social

Pearson

media

Correlation

gebruik

Sig. (2-tailed) N

Kennis

Pearson

,129

,086

,000

,058

,364

,320

,187

,782

,369

,946

,209

77

77

77

77

77

69

75

76

73

77

71

77

-,011

,202

,004

,217

1

*

,117

**

,152

,923

,077

,971

,058

77

77

77

77

-,079

,096

-,192

,111

,521

,433

,113

,364

,000

69

69

69

69

69

,039

,135

-,132

,116

,741

,248

,258

,320

,005

,001

75

75

75

75

75

68

,014

,219

-,099

,153

,291

*

,902

,057

,394

,187

76

76

76

-,029

,065

,806 73

,521

**

,318

**

,291

,451

,372

**

,000

,005

,011

,323

,000

,205

,001

77

69

75

76

73

77

71

77

**

1

**

,216

,075

,300

*

,156

,198

,001

,075

,551

,012

,214

,103

69

68

69

66

69

65

69

**

1

,194

,032

**

,192

,096

,787

,000

,115

,000

75

75

72

75

69

75

,216

,194

1

,127

,130

,179

,145

,011

,075

,096

,284

,265

,138

,213

76

76

69

75

76

73

76

70

76

,000

-,033

,117

,075

,032

,127

1

-,028

,003

,024

,583

,999

,782

,323

,551

,787

,284

,814

,979

,843

73

73

73

73

66

72

73

73

67

73

,521

,378

Correlation Sig. (2-tailed) N Communicatie

Pearson

,318

**

,378

,628

,566

**

Correlation Sig. (2-tailed) N Positieve

Pearson

social

Correlation

media

Sig. (2-tailed) N

negatieve

Pearson

social

Correlation

media

Sig. (2-tailed) N



73

social

Pearson

media

Correlation

participatie

Sig. (2-tailed) N

Implementatie

Pearson

Fase

Correlation Sig. (2-tailed) N

sm goed

Pearson

idee mw

Correlation Sig. (2-tailed) N

**

,130

-,028

,012

,000

,265

,814

77

69

75

76

73

,008

,152

,156

,192

,179

,596

,946

,205

,214

,115

71

71

71

71

65

,010

,038

-,063

,145

**

,198

,929

,741

,585

,209

,001

77

77

77

77

77

,451

**

,031

,093

,029

,104

,789

,421

,800

,369

,000

77

77

77

77

,175

,053

-,064

,145

,659

71

,372

,300

*

,628

,229

,864

**

,055

,000

77

71

77

,003

,229

1

,128

,138

,979

,055

69

70

67

71

71

71

**

,145

,024

**

,128

1

,103

,000

,213

,843

,000

,286

69

75

76

73

77

71

,566

**. Correlation is significant at the 0.01 level (2-tailed). *. Correlation is significant at the 0.05 level (2-tailed).


1


,864

,286

77

Appendix VIII: Frequency & Descriptive & Reliability variables Frequency & Descriptives variable ‘Age’

Geboortejaar Cumulative Frequency Valid

Percent

Valid Percent

Percent

1949

2

2,6

2,6

2,6

1950

1

1,3

1,3

3,9

1952

3

3,9

3,9

7,8

1954

1

1,3

1,3

9,1

1957

4

5,2

5,2

14,3

1958

1

1,3

1,3

15,6

1960

4

5,2

5,2

20,8

1961

5

6,5

6,5

27,3

1962

4

5,2

5,2

32,5

1963

1

1,3

1,3

33,8

1964

1

1,3

1,3

35,1

1965

2

2,6

2,6

37,7

1966

4

5,2

5,2

42,9

1967

2

2,6

2,6

45,5

1968

4

5,2

5,2

50,6

1969

2

2,6

2,6

53,2

1970

4

5,2

5,2

58,4

1971

2

2,6

2,6

61,0

1972

4

5,2

5,2

66,2

1973

2

2,6

2,6

68,8



1974

1

1,3

1,3

70,1

1976

3

3,9

3,9

74,0

1977

3

3,9

3,9

77,9

1978

1

1,3

1,3

79,2

1979

4

5,2

5,2

84,4

1980

3

3,9

3,9

88,3

1982

5

6,5

6,5

94,8

1984

1

1,3

1,3

96,1

1985

1

1,3

1,3

97,4

1986

1

1,3

1,3

98,7

1987

1

1,3

1,3

100,0

Total

77

100,0

100,0

Descriptive Statistics N

Minimum

Geboortejaar

77

Valid N (listwise)

77

Maximum

1949

Mean

1987

Std. Deviation

1968,53

9,693

Frequency & Descriptives variable ‘Gender’

Geslacht Cumulative Frequency Valid

Percent

Valid Percent

Percent

man

61

79,2

79,2

79,2

vrouw

16

20,8

20,8

100,0

Total

77

100,0

100,0


Minimum

Geslacht

77

Valid N (listwise)

77

Maximum 1

Mean 2


1,21

Std. Deviation ,408


Frequency & Descriptives variable ‘Function’

Functie Cumulative Frequency Valid

Percent

Valid Percent

Percent

medewerker

58

75,3

75,3

75,3

manager

19

24,7

24,7

100,0

Total

77

100,0

100,0


Minimum

Functie

77

Valid N (listwise)

77

Maximum 1

Mean 2

Std. Deviation

1,25

,434

Frequency & Descriptives variable ‘Active working years’

Dienstjaren Cumulative Frequency Valid

Percent

Valid Percent

Percent

0

2

2,6

2,6

2,6

1

11

14,3

14,3

16,9

2

2

2,6

2,6

19,5

3

7

9,1

9,1

28,6

4

3

3,9

3,9

32,5

4

5

6,5

6,5

39,0

5

7

9,1

9,1

48,1

6

1

1,3

1,3

49,4

6

8

10,4

10,4

59,7

7

1

1,3

1,3

61,0

7

5

6,5

6,5

67,5

8

1

1,3

1,3

68,8

9

1

1,3

1,3

70,1

10

3

3,9

3,9

74,0

11

5

6,5

6,5

80,5



12

2

2,6

2,6

83,1

12

2

2,6

2,6

85,7

13

2

2,6

2,6

88,3

14

1

1,3

1,3

89,6

15

2

2,6

2,6

92,2

17

1

1,3

1,3

93,5

18

1

1,3

1,3

94,8

20

1

1,3

1,3

96,1

24

1

1,3

1,3

97,4

25

2

2,6

2,6

100,0

77

100,0

100,0

Total


Minimum

Dienstjaren

77

Valid N (listwise)

77

Maximum 0

Mean

25

Std. Deviation

7,08

5,782

Frequency & Descriptive & reliability variable ‘social media gebruik’

Social media gebruik Cumulative Frequency Valid

Percent

Valid Percent

Percent

,00

8

10,4

10,4

10,4

2,00

1

1,3

1,3

11,7

3,00

2

2,6

2,6

14,3

4,00

1

1,3

1,3

15,6

5,00

1

1,3

1,3

16,9

6,00

3

3,9

3,9

20,8

7,00

2

2,6

2,6

23,4

8,00

5

6,5

6,5

29,9

9,00

5

6,5

6,5

36,4

10,00

5

6,5

6,5

42,9

11,00

6

7,8

7,8

50,6



12,00

9

11,7

11,7

62,3

13,00

8

10,4

10,4

72,7

14,00

7

9,1

9,1

81,8

15,00

6

7,8

7,8

89,6

16,00

1

1,3

1,3

90,9

17,00

5

6,5

6,5

97,4

20,00

1

1,3

1,3

98,7

22,00

1

1,3

1,3

100,0

Total

77

100,0

100,0


Minimum


77

Valid N (listwise)

77

,00

Maximum

Mean

22,00

Std. Deviation

10,2987

5,14031

Reliability Statistics Cronbach's Alpha Based on Cronbach's

Standardized

Alpha

Items ,766

N of Items ,830

7

Frequency & Descriptive & reliability variable ‘social media knowledge’

Kennis Cumulative Frequency Valid

Percent

Valid Percent

Percent

1,00

3

3,9

4,3

4,3

2,00

9

11,7

13,0

17,4

3,00

14

18,2

20,3

37,7

4,00

16

20,8

23,2

60,9

5,00

11

14,3

15,9

76,8

6,00

6

7,8

8,7

85,5



Missing

7,00

4

5,2

5,8

91,3

8,00

3

3,9

4,3

95,7

9,00

1

1,3

1,4

97,1

10,00

1

1,3

1,4

98,6

16,00

1

1,3

1,4

100,0

Total

69

89,6

100,0

8

10,4

77

100,0

System

Total


Minimum

Kennis

69

Valid N (listwise)

69

Maximum

1,00

Mean

16,00

Std. Deviation

4,4203

2,39120


Standardized

Alpha

Items ,681

N of Items ,726

17

**reliability 0.681 --> gekozen om item 6.18 anders weg te laten --> reliability 0,695 als ik dan item 6.3 verwijder dan krijg ik wel een reliability van 0.705, maar linkedin gebruik is voor mij belangrijker

Frequency & Descriptive & reliability variable ‘Communication’

Communicatie Cumulative Frequency Valid

Percent

Valid Percent

Percent

3,00

1

1,3

1,3

1,3

4,00

1

1,3

1,3

2,7

10,00

1

1,3

1,3

4,0

11,00

2

2,6

2,7

6,7

12,00

3

3,9

4,0

10,7

13,00

3

3,9

4,0

14,7

14,00

2

2,6

2,7

17,3



Missing

15,00

3

3,9

4,0

21,3

16,00

9

11,7

12,0

33,3

17,00

4

5,2

5,3

38,7

18,00

6

7,8

8,0

46,7

19,00

4

5,2

5,3

52,0

20,00

12

15,6

16,0

68,0

21,00

4

5,2

5,3

73,3

22,00

7

9,1

9,3

82,7

23,00

2

2,6

2,7

85,3

24,00

3

3,9

4,0

89,3

26,00

3

3,9

4,0

93,3

28,00

5

6,5

6,7

100,0

Total

75

97,4

100,0

2

2,6

77

100,0

System

Total


Minimum

Communicatie

75

Valid N (listwise)

75

Maximum

3,00

28,00

Mean

Std. Deviation

18,6267

5,04781


Standardized

Alpha

Items ,812

N of Items ,815

4

Frequency & Descriptive & reliability variable ‘Positive Social Media’

positief: kennisdeling Cumulative Frequency Valid

nee

25

Percent

Valid Percent

32,5


32,9

Percent 32,9


Missing

ja

51

66,2

67,1

Total

76

98,7

100,0

1

1,3

77

100,0

System

Total

100,0

positief: kort en bondig Cumulative Frequency Valid

Missing

Percent

Valid Percent

Percent

nee

63

81,8

82,9

82,9

ja

13

16,9

17,1

100,0

Total

76

98,7

100,0

1

1,3

77

100,0

System

Total

postitief: netwerken Cumulative Frequency Valid

Missing

Percent

Valid Percent

Percent

nee

42

54,5

55,3

55,3

ja

34

44,2

44,7

100,0

Total

76

98,7

100,0

1

1,3

77

100,0

System

Total

positief: laagdrempelig Cumulative Frequency Valid

Missing Total

Percent

Valid Percent

Percent

nee

65

84,4

85,5

85,5

ja

11

14,3

14,5

100,0

Total

76

98,7

100,0

1

1,3

77

100,0

System

positief: vluchtigheid Cumulative Frequency

Percent

Valid Percent


Percent


Valid

nee

75

97,4

98,7

98,7

1

1,3

1,3

100,0

76

98,7

100,0

1

1,3

77

100,0

ja Total Missing

System

Total

positief: overige Cumulative Frequency Valid

Missing

Percent

Valid Percent

Percent

nee

50

64,9

65,8

65,8

ja

26

33,8

34,2

100,0

Total

76

98,7

100,0

1

1,3

77

100,0

System

Total


Minimum

Maximum

Mean

Std. Deviation

positief: kennisdeling

76

0

1

,67

,473

positief: kort en bondig

76

0

1

,17

,379

postitief: netwerken

76

0

1

,45

,501

positief: laagdrempelig

76

0

1

,14

,354

positief: vluchtigheid

76

0

1

,01

,115

positief: overige

76

0

1

,34

,478

Valid N (listwise)

76

Frequency & Descriptive & reliability variable ‘Negative Social Media’

negatief: prive Cumulative Frequency Valid

Missing Total

Percent

Valid Percent

Percent

nee

52

67,5

71,2

71,2

ja

21

27,3

28,8

100,0

Total

73

94,8

100,0

4

5,2

77

100,0

System



negatief: goed opletten Cumulative Frequency Valid

Missing

Percent

Valid Percent

Percent

nee

58

75,3

79,5

79,5

ja

15

19,5

20,5

100,0

Total

73

94,8

100,0

4

5,2

77

100,0

System

Total

negatief: te rooskleurig Cumulative Frequency Valid

Missing

Percent

Valid Percent

Percent

nee

57

74,0

78,1

78,1

ja

16

20,8

21,9

100,0

Total

73

94,8

100,0

4

5,2

77

100,0

System

Total

negatief: informatieoverload Cumulative Frequency Valid

Missing

Percent

Valid Percent

Percent

nee

55

71,4

75,3

75,3

ja

18

23,4

24,7

100,0

Total

73

94,8

100,0

4

5,2

77

100,0

System

Total

negatief: geen echt contact meer Cumulative Frequency Valid

Missing

Percent

Valid Percent

Percent

nee

59

76,6

80,8

80,8

ja

14

18,2

19,2

100,0

Total

73

94,8

100,0

4

5,2

System



negatief: te rooskleurig Cumulative Frequency Valid

Missing

Percent

Valid Percent

Percent

nee

57

74,0

78,1

78,1

ja

16

20,8

21,9

100,0

Total

73

94,8

100,0

4

5,2

77

100,0

System

Total

negatief: overige Cumulative Frequency Valid

Missing

Percent

Valid Percent

Percent

nee

51

66,2

69,9

69,9

ja

22

28,6

30,1

100,0

Total

73

94,8

100,0

4

5,2

77

100,0

System

Total


Minimum

Maximum

Mean

Std. Deviation

negatief: prive

73

0

1

,29

,456

negatief: goed opletten

73

0

1

,21

,407

negatief: te rooskleurig

73

0

1

,22

,417

negatief: informatieoverload

73

0

1

,25

,434

negatief: geen echt contact

73

0

1

,19

,396

negatief: overige

73

0

1

,30

,462

Valid N (listwise)

73

meer

Frequency & Descriptive & reliability variable ‘Participation’.

SM participatie verhogen Cumulative Frequency Valid

Percent

Valid Percent

Percent

helemaal oneens

2

2,6

2,6

2,6

behoorlijk oneens

10

13,0

13,2

15,8



oneens

10

13,0

13,2

28,9

neutraal

15

19,5

19,7

48,7

eens

23

29,9

30,3

78,9

behoorlijk eens

11

14,3

14,5

93,4

helemaal eens

5

6,5

6,6

100,0

76

98,7

100,0

1

1,3

77

100,0

Total Missing

System

Total

snel mening en feedback geven Cumulative Frequency Valid

Valid Percent

Percent

helemaal oneens

2

2,6

2,6

2,6

behoorlijk oneens

4

5,2

5,3

7,9

oneens

7

9,1

9,2

17,1

neutraal

18

23,4

23,7

40,8

eens

18

23,4

23,7

64,5

behoorlijk eens

20

26,0

26,3

90,8

helemaal eens

7

9,1

9,2

100,0

76

98,7

100,0

1

1,3

77

100,0

Total Missing

Percent

System

Total

participatie slecht idee Cumulative Frequency Valid

Percent

Valid Percent

Percent

helemaal oneens

20

26,0

26,0

26,0

behoorlijk oneens

30

39,0

39,0

64,9

oneens

12

15,6

15,6

80,5

neutraal

9

11,7

11,7

92,2

eens

2

2,6

2,6

94,8

helemaal eens

4

5,2

5,2

100,0

77

100,0

100,0

Total



participatie verhoogt Cumulative Frequency Valid

Percent

Valid Percent

Percent

nee

18

23,4

23,4

23,4

ja

59

76,6

76,6

100,0

Total

77

100,0

100,0

gevoel participatie Cumulative Frequency Valid

Missing

Percent

Valid Percent

Percent

nee

17

22,1

22,7

22,7

ja

58

75,3

77,3

100,0

Total

75

97,4

100,0

2

2,6

77

100,0

System

Total


Minimum

Maximum

Mean

Std. Deviation

SM participatie verhogen

76

1

7

4,32

1,516

snel mening en feedback

76

1

7

4,76

1,450

participatie slecht idee

77

1

7

2,47

1,492

participatie verhoogt

77

0

1

,77

,426

gevoel participatie

75

0

1

,77

,421

Valid N (listwise)

73

geven


Standardized

Alpha

Items ,666

N of Items ,666

2

* besloten om het zo te laten



Frequency & Descriptive & reliability variable ‘social media goed idee’.

sm goed idee mw Cumulative Frequency Valid

Percent

Valid Percent

Percent

1,00

4

5,2

5,2

5,2

3,00

2

2,6

2,6

7,8

4,00

9

11,7

11,7

19,5

5,00

12

15,6

15,6

35,1

6,00

30

39,0

39,0

74,0

7,00

20

26,0

26,0

100,0

Total

77

100,0

100,0


Minimum

sm goed idee mw

77

Valid N (listwise)

77

1,00

Maximum 7,00

Mean 5,5325

Std. Deviation 1,49195

** geen betrouwbaarheid van gemeten, er zit maar 1 item in de schaal.



Appendix IX: Scatterplot & Correlations

Correlations Social media gebruik Social media gebruik

Pearson Correlation

Functie 1

,202

-,217

,077

,058

77

77

77

Pearson Correlation

,202

1

-,197

Sig. (2-tailed)

,077

Sig. (2-tailed) N Functie

N leeftijd

leeftijd



,086

77

77

77

-,217

-,197

1

,058

,086

77

77

77



Pearson Correlation

Kennis **

-,011

,000

,923

77

69

77

**

1

-,079

1

Sig. (2-tailed) N Kennis


Geslacht


Geslacht

,521

,521

,000

,521

69

69

69

-,011

-,079

1

,923

,521

77

69

77

**. Correlation is significant at the 0.01 level (2-tailed).




Pearson Correlation

Dienstjaren 1

,004

,202

,971

,077

77

77

77

Pearson Correlation

,004

1

-,087

Sig. (2-tailed)

,971

Sig. (2-tailed) N Dienstjaren

N Functie

Functie

,451

77

77

77

Pearson Correlation

,202

-,087

1

Sig. (2-tailed)

,077

,451

77

77

N


77


Correlations social media Functie Functie

Pearson Correlation

Communicatie 1

,135

,093

,248

,421

77

75

77

Pearson Correlation

,135

1

Sig. (2-tailed)

,248

Sig. (2-tailed) N Communicatie

N social media participatie

participatie

75

**

,000 75

75

**

1

Pearson Correlation

,093

Sig. (2-tailed)

,421

,000

77

75

N

,628

,628

77




Correlations


Social media

positieve social

gebruik

media

Pearson Correlation

*

-,011

,011

,923

77

76

77

*

1

,014

1

Sig. (2-tailed) N positieve social media

Pearson Correlation

,291

Sig. (2-tailed)

,011

N Geslacht


Geslacht ,291

,902

76

76

76

-,011

,014

1

,923

,902

77

76

77

*. Correlation is significant at the 0.05 level (2-tailed).



Correlations

Functie Functie

Pearson Correlation

1

gebruik

media ,065

,077

,583

77

77

73

Pearson Correlation

,202

1

,117

Sig. (2-tailed)

,077

N

N negatieve social media

negatieve social

,202

Sig. (2-tailed)


Social media

,323

77

77

73

Pearson Correlation

,065

,117

1

Sig. (2-tailed)

,583

,323

73

73

N


73


EXPECTATION 7 fase vraag bepalen Cumulative Frequency Valid

Missing

Percent

Valid Percent

Percent

nee

20

26,0

28,2

28,2

ja

51

66,2

71,8

100,0

Total

71

92,2

100,0

6

7,8

77

100,0

System

Total

fase analyseren Cumulative Frequency Valid

Missing

Percent

Valid Percent

Percent

nee

27

35,1

38,0

38,0

ja

44

57,1

62,0

100,0

Total

71

92,2

100,0

6

7,8

77

100,0

System

Total

fase inrichting Cumulative Frequency Valid

Missing Total

Percent

Valid Percent

Percent

nee

31

40,3

43,7

43,7

ja

40

51,9

56,3

100,0

Total

71

92,2

100,0

6

7,8

77

100,0

System



fase uitvoeren Cumulative Frequency Valid

Missing

Percent

Valid Percent

Percent

nee

19

24,7

26,8

26,8

ja

52

67,5

73,2

100,0

Total

71

92,2

100,0

6

7,8

77

100,0

System

Total

fase monitoren Cumulative Frequency Valid

Missing

Percent

Valid Percent

Percent

nee

21

27,3

29,6

29,6

ja

50

64,9

70,4

100,0

Total

71

92,2

100,0

6

7,8

77

100,0

System

Total

fase borgen Cumulative Frequency Valid

Missing Total

Percent

Valid Percent

Percent

nee

27

35,1

38,0

38,0

ja

44

57,1

62,0

100,0

Total

71

92,2

100,0

6

7,8

77

100,0

System





Correlations


Social media

sm goed idee

gebruik

mw

Pearson Correlation

1

Sig. (2-tailed) N sm goed idee mw


,372

**

,001 77

77

**

1

,372

,001 77

77




Appendix X: Regression Expectation 1

Model Summary Change Statistics

Model

R

1

,202

R Square a

Adjusted R

Std. Error of the

R Square

Square

Estimate

Change

,041

,028

5,06729

F Change ,041

df1

3,206

a. Predictors: (Constant), Functie b

ANOVA Model 1

Sum of Squares Regression

df

Mean Square

82,323

1

82,323

Residual

1925,807

75

25,677

Total

2008,130

76

F

Sig. 3,206

,077

a

a. Predictors: (Constant), Functie b. Dependent Variable: Social media gebruik



df2 1

Sig. F Change 75

,077

Coefficients

a

Standardized Unstandardized Coefficients Model 1

B

Coefficients

Std. Error

Beta

(Constant)

7,309

1,767

Functie

2,398

1,339

t

,202

Sig. 4,136

,000

1,791

,077

a. Dependent Variable: Social media gebruik Model Summary Change Statistics

Model

R

1

,217

Adjusted R

Std. Error of the

R Square

Square

Estimate

Change

R Square a

,047

,034

5,05086

F Change ,047

df1

3,716

a. Predictors: (Constant), Geboortejaar b

ANOVA Model 1


df

Mean Square

94,792

1

94,792

Residual

1913,338

75

25,511

Total

2008,130

76

F

Sig. 3,716

,058

a

a. Predictors: (Constant), Geboortejaar b. Dependent Variable: Social media gebruik Coefficients


a


df2 1

Sig. F Change 75

,058


B (Constant) Geboortejaar

Coefficients

Std. Error

Beta

-216,501

117,660

,115

,060

t

Sig.

-1,840

,070

1,928

,058

,217

a. Dependent Variable: Social media gebruik

Expectation 2


Model

R

1

,521

R Square a

Adjusted R

Std. Error of the

R Square

Square

Estimate

Change

,272

,261

3,39690

F Change ,272

df1

24,971

a. Predictors: (Constant), Kennis b

ANOVA Model 1

Sum of Squares

df

Mean Square

Regression

288,137

1

288,137

Residual

773,110

67

11,539

1061,246

68

Total

F 24,971

Sig. ,000

a

a. Predictors: (Constant), Kennis b. Dependent Variable: Social media gebruik



df2 1

Sig. F Change 67

,000

Coefficients

a


B (Constant)

Coefficients

Std. Error

Beta

7,688

,864

,861

,172

Kennis

t

,521

Sig. 8,894

,000

4,997

,000


Expectation 3


Model

R

1

,004

R Square a

Adjusted R

Std. Error of the

R Square

Square

Estimate

Change

,000

-,013

5,17442

F Change ,000

df1

,001

a. Predictors: (Constant), Dienstjaren b

ANOVA Model 1


df

Mean Square

,036

1

,036

Residual

2008,094

75

26,775

Total

2008,130

76

F

Sig. ,001

,971

a

a. Predictors: (Constant), Dienstjaren



df2 1

Sig. F Change 75

,971


Model 1

R ,004

Adjusted R

Std. Error of the

R Square

Square

Estimate

Change

R Square a

,000

-,013

5,17442

F Change

df1

,000

,001

t

Sig.

df2 1

Sig. F Change 75

,971

b. Dependent Variable: Social media gebruik Coefficients

a


B (Constant) Dienstjaren

Coefficients

Std. Error

Beta

10,272

,936

,004

,103

,004

10,971

,000

,037

,971


Expectation 4


Model 1

R ,628

Adjusted R

Std. Error of the

R Square

Square

Estimate

Change

R Square a

,394

,386

1,021

F Change ,394

df1

47,507

a. Predictors: (Constant), Communicatie



df2 1

Sig. F Change 73

,000

b

ANOVA Model 1

Sum of Squares

df

Mean Square

F

Regression

49,541

1

49,541

Residual

76,126

73

1,043

125,667

74

Total

Sig.

47,507

,000

a

a. Predictors: (Constant), Communicatie b. Dependent Variable: social media participatie Coefficients

a


B (Constant) Communicatie

Coefficients

Std. Error

Beta

1,914

,454

,162

,024

t

,628

Sig. 4,219

,000

6,893

,000

a. Dependent Variable: social media participatie

Expectation 5


Model 1

R ,291

R Square a

,085

Adjusted R

Std. Error of the

R Square

Square

Estimate

Change

,072


4,84913

F Change ,085

df1

6,831


df2 1

Sig. F Change 74

,011


Model

R

1

,291

R Square a

Adjusted R

Std. Error of the

R Square

Square

Estimate

Change

,085

,072

4,84913

F Change ,085

df1

df2

6,831

1

a. Predictors: (Constant), positieve social media b

ANOVA Model 1


df

Mean Square

F

160,632

1

160,632

Residual

1740,039

74

23,514

Total

1900,671

75

Sig. 6,831

,011

a

a. Predictors: (Constant), positieve social media b. Dependent Variable: Social media gebruik Coefficients

a


B

Std. Error

(Constant)

7,308

1,319

positieve social media

1,747

,668

Coefficients Beta

t

,291

Sig. 5,540

,000

2,614

,011


Expectation 6



Sig. F Change 74

,011


Model

R

1

,117

R Square a

Adjusted R

Std. Error of the

R Square

Square

Estimate

Change

,014

,000

5,10385

F Change ,014

df1

,989

df2 1

a. Predictors: (Constant), negatieve social media b

ANOVA Model 1


df

Mean Square

F

25,762

1

25,762

Residual

1849,498

71

26,049

Total

1875,260

72

Sig. ,989

,323

a

a. Predictors: (Constant), negatieve social media b. Dependent Variable: Social media gebruik Coefficients

a


B (Constant) negatieve social media

Std. Error 9,433

1,127

,655

,658

Coefficients Beta

t

,117

Sig. 8,367

,000

,994

,323


Expectation 8



Sig. F Change 71

,323


Model

R

1

,372

R Square a

Adjusted R

Std. Error of the

R Square

Square

Estimate

Change

,138

,127

4,80334

F Change ,138

df1

12,037

1

a. Predictors: (Constant), sm goed idee mw b

ANOVA Model 1


df

Mean Square

F

277,722

1

277,722

Residual

1730,407

75

23,072

Total

2008,130

76

Sig.

12,037

,001

a

a. Predictors: (Constant), sm goed idee mw b. Dependent Variable: Social media gebruik Coefficients

a


B

Std. Error

(Constant)

3,210

2,115

sm goed idee mw

1,281

,369

Coefficients Beta

t

,372

Sig. 1,518

,133

3,469

,001



df2


Sig. F Change 75

,001

Appendix XI: General results quantitative part Vraag 7 Nooit

Maandelijks

Minder dan wekelijks

Wekelijks

Dagelijks

0

10

20

30

Dagelijks

Wekelijks

virtual game worlds

0

1

Minder dan wekelijks 0

virtual social worlds

0

0

photo, news & video sharing

2

forum Social networking sites Blogs

40

50

60

Maandelijks

Nooit

0

54

0

1

54

4

5

6

40

10

12

9

6

23

24

28

10

4

1

29

18

5

2

9



Vraag 6 Frequency 67 51

46 21 3

30

23 2

1

14

5

5

12

4

13 1

7

( note: People may select more than one checkbox, so percentages may add up to more than 77)

Vraag 22

Vraag 15 25% Ja Nee 75%

Vraag 15: Bent u van mening dat de inzet van social media de participatie van medewerkers verhoogd?


32%

ja 68%

nee

Vraag 22: Bent u van mening dat het gebruik van social media een goede manier is om de participatie van medewerkers te verhogen tijdens een implementatiefase van een strategische beslissing?


13

Appendix XII: Digital appendices Digital appendices Title Appendix A

Transcripts & mediafiles employees

Appendix B

Transcripts & mediafiles managers

Appendix C

Excell spreadsheet employees & managers

Appendix D

Syntax and Data file SPSS



MASTER THESIS. The implementation of a strategic decision through social media; an exploratory case study

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