User talk:GROUP1ORG8855

Defining and exploring social media platforms
Planning and Negotiating, Week 1, Discussion 2

Overall Summary
Keyes’ (2016) Table 2.2 maps out factors relating to successes and failures at varying levels within a company that include the environment in which one operates, the organization for which one works, one’s project manager or leadership, team members within the institution and the project itself. While all of these components represent different levels of a hierarchy, each could also appear as a matrix or divisional structure because all are intertwined. One feeds into or has some effect on the others. Conducting such work as collaborating as a group to develop a wiki depends on every individual within the group to perform independently and collectively at the same time.

The three assigned chapters from Keyes (2016) are historical and topical overviews. The first chapter discusses the progression of technology up to today, while chapter three also provides a historical background of the development of Web 2 or interactive applications. Two of the required articles for this week (Bacq & Janssen, 2011; Zeyen et al., 2013) and the second chapter of Keyes (2016) relate to social entrepreneurship, whereas the Trentin (2009) article offers a recipe for the collaboration on establishing a co-authored document such as a wiki. The Bacq and Janssen (2011) and Zeyen et al. (2013) article has similar topics discussed. The Trentin (2009) article lists five steps to create a collaborative document. The first step is to read the required information. The second step is the agreement of the general structure of the wiki. Personally, this is new, so, I have few ideas on the topic. The third step begins the development. I found the Hatterscheidt (2015) reference to be quite simple on how to begin. Step four of the Trentin (2009) article covers embedding the hyperlinks within the text. Each student will have a different topic, and a hyperlink to said student’s work. The final step of the Trentin (2009) recipe is the peer-reviewed process. This is the final collaboration where all members of the group offer ideas on how to integrate or reinforce one another’s contributions to solidify the project.

References GROUP1ORG8855 (talk) 05:14, 1 March 2019 (UTC)
 * Bacq, S., & Janssen, F. (2011). The multiple faces of social entrepreneurship: A review of definitional issues based on geographical and thematic criteria. Entrepreneurship & Regional Development, 23(5–6), 373–403. https://doi.org/10.1080/08985626.2011.577242
 * Hatterscheidt, E. (2015, 4 November). How to create a wiki. Retrieved from https://www.youtube.com/watch?v=PJhixw_DG0U*Keyes, J. (2016). Enterprise 2. 0 Social networking tools to transform your organization. Boca Raton,FL: Taylor and Francis Group.
 * Techboomers. (2015, 12 September). How to make a wikipedia page. Retrieved from https://www.youtube.com/watch?v=T_k_VbCDm2Y
 * Trentin, G. (2009). Using a wiki to evaluate individual contribution to a collaborative learning project:Wiki use in a collaborative learning project. Journal of Computer Assisted Learning, 25(1), 43–55. Retrieved from https://doi.org/10.1111/j.1365-2729.2008.00276.x
 * 365 Ninja. (2015, 14 October). How to create a wiki page in Office 365. Retrieved from https://www.youtube.com/watch?v=p7_qUDCcnc8

Summary of "Using a wiki to evaluate individual contribution to a collaborative learning project"
One of the critical issues arising within academia concerning the use of collaborative learning is finding innovative ways to evaluate the contribution and participation of systems-users within a group. Trentin (2009) article illustrated and discussed a method named co-writing that enables the evaluation of collaborative learning. After the group developed the Wiki page for the third time, we are now in the process of finding additional problems, which include administrative rights, Wiki’s capabilities as it relates to user-friendly GUI software system and other issues that we are likely cannot visualize. One of the recommendations that the article provides concerning evaluating a team member is using the Wiki’s available metrics that includes survey grids, along with formulae developed ad hoc to compute participation and contribution indexes. Results indicated that co-writing adds to the body of the evaluation process, but the process lacks particular wiki functions that by design extract information necessary for qualitative analysis of the actions taken by the users of the system.

Reference

ELINOA2930 (talk) 23:22, 3 March 2019 (UTC)
 * Trentin, G. (2009). Using a wiki to evaluate individual contribution to a collaborative learning project. Journal of Computer Assisted Learning, 25(1), 43–55. doi:10.1111/j.1365-2729.2008.00276.x

Identifying the problems and solutions within social media
Opportunities and Risks of Social Network in Global Marketing (Social Media Marketing):Week 2 Discussion 2

Several of the most recognized social software applications are weblogs, wikis, instant messaging, and social networking sites such as Facebook, Twitter, YouTube, LinkedIn, Classmates.com and Yelp. From a high level overview, social networking is usually seen as the conjunction of various different technologies which allows for the possibility of easy and immediate communication, the sharing of information, as well as forming new communities online connecting individuals around the globe. So the essential question that should be asked is not, “What is social networking?”, but instead we should ask, “What does social networking mean for organizations today”. Throughout the rapid increase of social media and its software, social networks are pushing organizations to upsurge the amount of activities in their traditional customer-relationship management (CRM) systems. Now, these well-known trendy websites can become a wonderful method for organizations and consumers to not only expand but to also increase their communications by applying them in computers and mobile gadgets (Berthon, Pitt, Plangger, & Shapiro, 2012).

Due to the increase of social networking platforms, the way in which organizations use them in marketing is changing. Businesses can take advantage through applying social network marketing in order to collaborate with other organizations and at the same time attain their individual objectives. One of the most valuable benefits of having an Internet based application is the ability to create a collaborative connection between various key stakeholders which in turn enables the organization to receive feedback almost instantly from their consumers. Another advantage that organization obtain via using social marketing is that they can gain a better understanding of their consumer needs which will allow them to develop more productive and effectual relationships with their consumers (Palmer & Koenig-Lewis, 2009). Even though social marketing is becoming a common concept and a tool that is often used in business, there are still very few individuals who are aware of its effective role in marketing. Social Marketing is a well-known term but not everyone knows exactly what it is and what the opportunities and risks are when using it. Social network marketing strategies can be very valuable and beneficial for businesses. So now the question is, “how can social software be used to improve marketing in businesses,” and “how can social software be efficiently used in organizations” (Kirtiş & Karahan, 2011). Right now, the main focus is on opportunities and risks in organizations that use social networking in their marketing strategies.

References

Berthon, P. R., Pitt, L. F., Plangger, K., & Shapiro, D. (2012). Marketing meets Web 2.0, social media, and creative consumers: Implications for international marketing strategy. Business horizons, 55(3), 261-271.

Kirtiş, A. K., & Karahan, F. (2011). To be or not to be in social media arena as the most cost-efficient marketing strategy after the global recession. Procedia-Social and Behavioral Sciences, 24, 260-268.

Palmer, A., & Koenig-Lewis, N. (2009). An experiential, social network-based approach to direct marketing. Direct Marketing: An International Journal, 3(3), 162-176. — Preceding unsigned comment added by Annettelancaster (talk • contribs) 12:37, 7 March 2019 (UTC)

Summary of Annette
Social Entrepreneurship VS Traditional Entrepreneurship Model

A social entrepreneur intends to develop a product, service or process from which society will benefit. According to Bacq and Janssen (2011) the definition of a social entrepreneurship organization is one that is a not-for-profit organization but sets up profit-generating events so that they can survive financially and become more independent of the donations and subsidies that they do receive. The two main components of social entrepreneurship that distinguish this model from the other three are social objective and entrepreneurial strategy (pp. 385-386). For example, Duke University Health System, being a not-for-profit healthcare organization with a purpose to help the under-served population in the community subscribes to this model (Seelos & Mair, 2005). At first glance, the Duke University School of Nursing appears to follow more closely to the traditional entrepreneurship model in that the goal is to create a product and service (e.g. healthcare lessons and education instruction) for which a customer will pay. However, it also incorporates aspects of social entrepreneurship in that its goal is to create product and service from which society will eventually benefit via the nurses and other healthcare professionals who come through the programs and graduate.

References

Bacq, S., & Janssen, F. (2011). The multiple faces of social entrepreneurship: A review of definitional issues based on geographical and thematic criteria. Entrepreneurship and Regional Development, 23(5-6), 373-403.

Seelos, C., & Mair, J. (2005). Social entrepreneurship: Creating new business models to serve the poor. Business horizons, 48(3), 241-246.

Summary of Kessia
Social entrepreneurship and broader theories: Shedding new light on the 'bigger picture'. This article focused on the social issues that exists within a society. And instead of organizations being traditional entrepreneurships, they are now basing their organizations according to the issues surrounding the organization. "The field of social entrepreneurship is receiving increased attention. Governments in Europe and the United States now embrace social entrepreneurship as a driver of innovation and of solutions to complex societal problems" (Zeyen, Beckmann, Mueller, Dees, Khanin, Krueger, & Zacharakis, 2013, p., 2). Organizations are being ran by millennials today, and with this new generation joining the work field, they are coming with a brand new ideas and ways for organizations to help in societies more today than they did yesterday.

Reference Zeyen, A., Beckmann, M., Mueller, S., Dees, J. G., Khanin, D., Krueger, N., Zacharakis, A. (2013). Social entrepreneurship and broader theories: Shedding new light on the 'bigger picture'. Journal of Social Entrepreneurship, 4(1), 88-107. Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.646.1821&rep=rep1&type=pdf — Preceding unsigned comment added by Kessiacurtis (talk • contribs) 03:46, 5 March 2019 (UTC)

Social vs For-Profit Entrepreneurship

Entrepreneurs entities can be categorized as being a social entity. Which means that the organization sole focus is concentrated on the need of the community in which the entity resides. These entities include hairdressers, barbers, or your local boys-and-girls clubs. Social Enterprises result is to help make their communities better with supplying a service that is needed. Profit Enterprises focus is on how to make a profit with their organization. These kinds of entities consist of many organizations that require customers to pay for the products, that the organization is supplying. The profits will go to help pay for important aspects of the organization so that the organization can continue to operate and prosper on a day-to-day basis.

This article explains how Social Entrepreneurship varies in contrast to a For-Profit Entrepreneurship. The researchers believe that social entrepreneurship is what more educated people are preferring to use for their entity. “Social entrepreneurship can be described as a process of creating value by combining resources in new ways, primarily to explore and exploit opportunities, to create social value by stimulating social change or meeting social needs” (Santos & Mendonca, 2011, para., 9). With societies constantly changing for the good and for the bad. It is going to take those entrepreneurs that would rather focus on making a society a better place for people to live, rather than just looking to turn a profit.

Reference

Santos, D. G., Mendonça, J., & Amaral, M. (2011). Social vs. for profit entrepreneurship—quantitative analysis of demography and human capital. 1-25. — Preceding unsigned comment added by Kessiacurtis (talk • contribs) 10:13, 11 March 2019 (UTC)

Summary of Bernard
Why Social Networking is Important to Organizations

The proliferation of social networking has allowed for individuals to build relationships and trust with each other, which can help low performing employees. On large projects, team members spend most of their time working together, therefore collaboration is important for achieving goals (Keyes, 2013). Social networking has become a prominent collaborative tool and has been proven to be effective in group projects. Companies such as Cisco and SolarWinds have grown due to the usage of social networking and collaborative tools. Individuals may have trepidation when articulating themselves and worry if their contributions are valuable (Keyes 2013). For this reason, online social networking and collaborative tools gives low performing individual a voice and confidence.BernieDavis456 (talk) 06:00, 4 March 2019 (UTC)

Social Media is Affecting Social Networking in Organizations

There is a debate about the right of employers to terminate employees about voicing their personal opinions on social media. "There are two related legal questions that arise in both sectors concerning social networking: whether the content of posts is legally protected from adverse personnel action; and whether the employer can lawfully impose and maintain a policy restricting social media activities by its employees" (Cilliers, 2013, p. 413). How social media is utilized must be strategically implemented because social media was intended to be used unprofessionally and socially. It was meant for people to voice their opinions, shared ideas, and thoughts with like-minded people and argue with people holding disparate views in many cases. When an employer observes that an employee has negative opinions about the organization, peers, or management, it can create a toxic, or unproductive environment. According to Employment At-Will Doctrine, the employer can terminate employment with an employee at any given time, if there is no contract. In the same vein, there is the first amendment that gives us the freedom to voice our opinions. In any sense, and in this case, social media can have a negative affect on an organization. The possibilities are endless, an employee can expose a peer or peers or even management that is discriminating, thus portraying the negative affect of social media on an organization.

On the other side of the coin, social media can have a very positive affect on organizations. Social media can provide a channel for stakeholders to network with each other. Also, social media can provide a way for organizations to collaborate and expose the organization in a positive light to the public. Ultimately, the positive affect of social media on organizations is camaraderie. The culture is a major catalyst of how stakeholders utilize social media and portray the organization to the public.

If employees and consumers feel compelled to voice negative opinions about the organization or a group then there must be a solution to be found. There are many benefits of social media that an organization can exploit. If social media is negatively affecting an organization then that communicates that an internal issue within the organization must be addressed. We live in the technology age where what was once private is often exposed because we are connected 24/7

References

Cilliers, F. Q. (2013). The Role and Effect of Social Media in the Workplace. Northern Kentucky Law Review, 40(3), 567. Retrieved from http://search.ebscohost.com.proxy-library.ashford.edu/login.aspx?direct=true&db=edb&AN=90242324&site=eds-live&scope=site

Keyes, J. (2013). Enterprise 2.0: Social networking tools to transform your organization. Boca Raton, FL : CRC Press ISBN: 9781439880432  — Preceding unsigned comment added by BernieDavis456 (talk • contribs) 07:16, 8 March 2019 (UTC)

Opportunities and Risks of Social Network in Global Marketing (Social Media Marketing) — Preceding unsigned comment added by Annettelancaster (talk • contribs) 16:44, 6 March 2019 (UTC)

Summary of Elsi
Why Social Networking is Important to Organizations

Social media and networking tools can be both a problem and a solution in organizations. Accordingly, social media and networking can assist organizations in developing systems and standards, along with opportunities to not only solve problems but to work in an uncertain and complex world. On the other hand, if these systems and rules are not in place, it is likely that the organization is going to experience unwanted types of tension between employees and all interested parties. As such, to mitigate these issues, it is safe to say that social media and network uses two types of social entities to resolve problems, manage change, and become an innovative organization: social entrepreneurship and traditional entrepreneurship. According to Bacq and Janssen (2011), social entrepreneurship is the action of un-lucrative leaders/managers who pay increased attention to the global market, while accomplishing the organizational mission. Social entrepreneurship uses three models: 1. Social Bricoleur, 2. Social Constructionist, and Social Engineers.

When leaders execute these actions and models, they are also able to balance the culture and climate of an organization, thus increasing the employees/workers motivation and creating a welcoming and fruitful environment. On the other hand, the traditional entrepreneurial entity (Post, 2012; Zeyen, Beckmann, Mueller, Dees, Khanin, Krueger, & Zacharakis, 2013) occurs when change leaders or change managers per se plan, coordinate, and execute a task/mission using a sequential, procedure, or static type of methods. In other words, adaptive efficiency is a method that solves problems and takes a longer time. An instance of this phenomenon is the seven steps to problem explaining, which is a tool that leaders/managers can use to solve complex problems. Simultaneously, leaders/managers are not only trying to solve a problem, but they are also considering how to mitigate risks while exercising their creative and critical thinking skills. In this method, time is essential, but there is no urgency; thus, leaders/managers have more time to plan for the problem. Consequently, both entities are vital to any organization because combined they provide not only the foundations and standards of an organization but the flexibility for the organization to strive in our uncertain and complex world.

References

Bacq, S., & Janssen, F. (2011). The multiple faces of social entrepreneurship: A review of definitional issues based on geographical and thematic criteria. Entrepreneurship and Regional Development, 23(5-6), 373.

Post, T. (2012). Are you an entrepreneur? Forbes.Com, 8. Retrieved from http://search.ebscohost.com.proxy-library.ashford.edu/login.aspx?direct=true&db=bsh&AN=76576708&site=eds-live&scope=site

Zeyen, A., Beckmann, M., Mueller, S., Dees, J. G., Khanin, D., Krueger, N., Zacharakis, A. (2013). Social entrepreneurship and broader theories: Shedding new light on the 'bigger picture'. Journal of Social Entrepreneurship, 4(1), 88-107. Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.646.1821&rep=rep1&type=pdf ELINOA2930 (talk) 05:10, 8 March 2019 (UTC)

Different Aspects of Social Media and Organizational Culture
Week 3, Discussion 1

Summary of Annette
People Prep

According to Keyes (2013) "A lack of productivity can be caused by managerial, organizational, economic, political, legal, behavioral, psychological, and social factors." If an organization has bad leadership or a bad management team it can cause a wide assortment of many different problems on the team, and solving these issue is not always an easy task. In the complex organizations of today, success is greatly dependent upon the effectiveness of the decisions that are made by senior leadership. These decision making teams are usually called strategic decision‐making teams (Parayitam & Dooley, 2011). Senior management is assigned the responsibility of developing and implementing all of the corporate strategies. The team members usually come up with these strategies by having in‐depth discussions of the content. By doing this, the team itself is also involved in the strategic decision‐making process. In conclusion, although the senior management team is charged with implementing the ideas, the work team is who develops it.

References

Keyes, J. (2013). Enterprise 2.0: Social networking tools to transform your organization. Boca Raton, FL: CRC Press ISBN: 9781439880432.

Parayitam, S., & Dooley, R. S. (2011). Is too much cognitive conflict in strategic decision-making teams too bad? International Journal of Conflict Management, 22(4), 342-357.

Summary of Bernard
Organizational Culture

There are several elements of an organization that can affect the culture. This depends on the dynamics of the culture and the structure of the organization. Also, the culture of an organization can greatly influence organizational structure. For example, the structure of an organization ultimately creates and enforces the policies that are made for the employees to follow. Ultimately, the structure delineates who and how decisions are made. For example, if the structure of an organization elicits leaders and executives to create policies and processes to cover multiple regions, then the structure is greatly influencing the culture. Assuming the organization is smaller, and the leaders are cognizant of the regional culture, then the culture will have more influence on the hierarchy and decision making process. Ultimately organizational culture and organizational structure influences each other, sometimes one more than the other. Depending on the variables and dynamics, there must be balance in order to optimize performance. “The future of organizational performance is connecting the elements of a successful corporate culture with the components of organizational structure, the leadership influences and performance management strategies” (Oncioiu et al., 2017, para. 3). Essentially, the culture is shared beliefs and behaviors, and if the organizational structure has centralized decision making, then there is a good chance that the culture will be hindered by the decision making assuming the decision maker(s) are unaware of the shared beliefs and behaviors.

Reference

Oncioiu, I., Stanciu, A., Boteanu, C., & Bîlcan, F. (2017). Relationship between corporate culture and organizational performance. Electrotehnica, Electronica, Automatica, 65(3), 221-226. Retrieved from https://search-proquest-com.proxy-library.ashford.edu/docview/1941678143?accountid=32521

Summary of Kessia
Socially Mediated Publicness: An Introduction

Due to the introduction of social media, the public eye has taken on a brand-new meaning. The article that is going to be summarized, focuses on how social media has changed how private information is now becoming more public. “When private is made public through social-mediation, the nature of both experience and of privacy itself can be changed” (Baym & Boyd, 2012, para., 7). Because people have turned to social media for many different reasons, information, anger, happiness, pay bills, opinions, views, and entertainment, etc. So much of people’s information is constantly being shared among social media, that what has seemed private at one time is now in the public eye. “Social enterprising is more than just a set of forums for discussion. It is a composite of those forums and other online technologies such as blogs, polls, podcasts, and voice over Internet services such as WebEx, and Skype” (Keyes, 2013, p., 74). People have issues when the public begins to way in on their personal lives. But, when people begin to put their personal lives all over social media, they are giving the world permission to give their opinions. Just like with how the news is being broadcasted in this new social media world. People are being able to receive news right as it happens now, due to social media and many news stations can now live stream their information. This means that the news can now be reported right as it happens due to social media. This article explains how the world of social media is continuing to make groundbreaking changes between the public and the private sector of communication.

References

Baym, N. K., & Boyd, d. (2012). Socially mediated publicness: An introduction. Journal Of Broadcasting & Electronic Media, 56(3), 320-329. doi:10.1080/08838151.2012.705200

Keyes, J. (2013). Enterprise 2.0: Social networking tools to transform your organization. Boca Raton, FL : CRC Press ISBN: 9781439880432.

Summary of Elsi
Facebook: Need For New Principles

In 2013, I had the opportunity to visit the Facebook Headquarters in California. However, during my visit I had no knowledge that the corporation was having problems preserving its ideals related with the company’s founding. Founded in 2004 was Facebook and the company at the time was known for its openness and anti-establishment principles. However, as time progress, the company has become more rigid and less open due the fact that today more than ever there is a need to protect the 1.5 billion plus account users. As such, the company has been force to create new layers of management structures, along with proliferating standard operating procedures, which in turn have alienated Facebook from its origin. For example, Facebook user’s level of popularity, power, and importance, is measure by the amount of alliances or friends each user has. In addition, the more alliances Facebook users have the more advertising revenue and popularity the company receives. The company from an internal point of view sees itself as a schizophrenically (hackers and anti-establishment), however, from an external point of view the company sees themselves as expansionist. In other words, when conducting business internationally, the company sees themselves as apolitical with the intent to manage the entire world from a social media perspective, including countries like China and Russia. In the end, although the principles of Facebook are closely associated with the word openness, its 1.5 billion users, in addition to countries, are forcing the company to realign its philosophy, mission, and vision. As of 2019, the Facebook mission, along with its principles and associated strategy is very ambiguous. The ambiguity is likely due to the fact the company continues to expand beyond its founder original expectations, thus creating unknown amount of risks and vulnerability all associated with the geo-political environment.

Reference

Fattal, A. (2012). Facebook: Corporate hackers, a billion users, and the geo-politics of the “social graph.” Anthropological Quarterly, 85(3), 927–955. http://dx.doi.org/10.1353/anq.2012.0051ELINOA2930 (talk) 23:48, 17 March 2019 (UTC)

Examining social entrepreneurship models
Week 4, Discussion 2

Group 1, a. Summary and Recommendations of Annette and Kessia
Annotated Bibliography/ Linking Group 1a, Kessia Curtis

Alton Y.K Chua, & Banerjee, S. (2013). Customer knowledge management via social media: The case of starbucks. Journal of Knowledge Management, 17(2), 237-249. doi:http://dx.doi.org.proxy-library.ashford.edu/10.1108/13673271311315196 This article depicts customer knowledge management (CKM) in Starbucks. CKM is the way that Starbucks can relate concerns and comments to and from their customers. “First, management of knowledge for customers refers to CKM strategies that organizations use to manage knowledge flow from organizations to customers” (Chua & Banerjee, 2013, p., 238). Starbucks will implement their CKM by utilizing social media outlets, Facebook, Instagram, etc. I am going to utilize this reference to explain how social media, is aiding in the communication with their customers. I can use this resource to explain how Starbucks are going to use social media outlets like Facebook, Instagram, and snapchat, etc., to communicate with their customers and shareholders. Starbucks understands how the world is now communicating through social media, more than any other communicative outlet.

'Adding to the body of knowledge - Elsi Inoa-Santos'

To add to your body of knowledge I found that customer knowledge management (CKM) as it relates to social media is essential. The CKM derives from knowledge management, which is a strategy that enables managers/leaders to develop change strategies for their organizations. Accordingly, one of the reasons why CKM was develop was to add to the body of knowledge concerning transferring from static knowledge-warehouse based approaches towards dynamic customer-centric approaches. For example, Starbucks is a corporation that utilizes CKM to conduct branding and marketing strategies via social network systems. Additionally, Starbucks uses CKM to redefine the employee roles by utilizing social media to receive feedback. The feedback is then transfer into information used in decision-making meetings, influencing directly and indirectly the corporation strategies. Lastly, Starbucks uses effective strategies to at ease customers’ disinclination for voluntary knowledge sharing, thus indorsing collaboration in social media. In addition, the article also suggested that the internet or CKM is not all-inclusive. In other words, there is also a need to utilize other types of methods or approaches in combination with CKM to make the organization more effective. Concerning available references via WIKI, there was no information. As such, this topic is great because it will definitely add to the body of knowledge.

Reference

Alton Y.K Chua, & Banerjee, S. (2013). Customer knowledge management via social media: The case of starbucks. Journal of Knowledge Management, 17(2), 237-249. doi:http://dx.doi.org.proxy-library.ashford.edu/10.1108/13673271311315196 — Preceding unsigned comment added by ELINOA2930 (talk • contribs) 14:46, 25 March 2019 (UTC)

Schroeder, H. M. (2015). Knowledge, learning and development for success in the new business environment: An art and science approach. Development and Learning in Organizations, 29(5), 10-12. doi:http://dx.doi.org.proxy-library.ashford.edu/10.1108/DLO-10-2014-0073 This article focuses on how social media is the new marketing strategy for organizations. “The massive growth in use of social media has elevated the role and influence of the individual consumer and reduced the relative importance of more traditional forms of marketing” (Schroeder, 2015, p., 10). Many organizations are now utilizing the aid of social media to attract certain audiences. I will utilize this article to explain how the use of social media is helping organizations market their products. Many organizations understand that, many of their customers flock to their technical devices to conduct majority of their business. Especially today, with third parties as Amazon and eBay many consumers would rather shop on-line than in stores. Today, with the help of technology, customers are now able to Starbucks delivered to their homes with a tap of an app. Tingting (Christina) Zhang, Omran, B. A., & Cobanoglu, C. (2017). Generation Y’s positive and negative eWOM: Use of social media and mobile technology.International Journal of Contemporary Hospitality Management, 29(2), 732-761. doi:http://dx.doi.org.proxy-library.ashford.edu/10.1108/IJCHM-10-2015-0611 This article elaborates on how the Y generation uses the word of mouth, by way of social media. “Therefore, this study was designed to fill that void by exploring and validating the factors that influence Generation Y’s negative and positive eWOM behaviors through social media and mobile technology with respect to three major customer experiences: positive, negative and satisfactory recovery following a service failure” (Tingting, Omran, & Cobanoglu, 2017, p., 733). I am going to utilize this article to explain how the use of social media, as a word of mouth to spread positive and negative reviews on service organizations. Word of mouth is a very effective way for any organization to get the word out about their services. Social media has made a way for the word of mouth to spread even faster than ever before, — Preceding unsigned comment added by Kessiacurtis (talk • contribs) 21:53, 21 March 2019 (UTC)

'''Annotated Bibliography/ Linking~ 1a, Annette Lancaster '''

Kaplan, A. M., & Haenlein, M. (2010). Users of the world, unite! The challenges and opportunities of Social Media. Business horizons, 53(1), 59-68. For many senior leadership teams and top business executives across the globe, the idea of Social Media is at the top of their conversations. Many of them have made it a        priority to try to find different ways for their organizations to make using social media sites like LinkedIn, YouTube, Facebook, and Twitter a profitable means for their businesses. Even though this has become a global issue, it is very apparent that there is still a very inadequate comprehension of what the term “Social Media” exactly means. In this article Kaplan and Haenlein (2010) try to provide some clarification by explaining the different concepts of Social Media, and by discussing how it is        different from other correlating concepts like Web 2.0 and User Generated Content.

Kietzmann, J. H., Hermkens, K., McCarthy, I. P., & Silvestre, B. S. (2011). Social media? Get serious! Understanding the functional building blocks of social media. Business horizons, 54(3), 241-251. Historically, people have mainly used the Internet to find information on certain content that they are researching. The content is read, videos are watched, and it is        also used by consumers to purchase different products or services. Nevertheless, customers are using platforms—such as, blogs, social networking, and wikis—to generate, alter, share, and then discuss different content on the Internet. This epitomizes the global social media phenomenon, which can now substantially affect an organizations status, character, sales, and ultimately will determine if they will survive or not. But even so, many senior leaderships teams have nothing to do with or ignore this type of media because either they do not fully comprehend what it is, they do not understand the different forms it has and can be used, or they do not understand how to        participate in the various platforms nor do they try to learn how. This article offers a variety of different recommendations as to how organizations should create strategies to help monitor, comprehend, and even respond to the various social media activities that are available.

Asur, S., & Huberman, B. A. (2010, August). Predicting the future with social media. In Proceedings of the 2010 IEEE/WIC/ACM International Conference on Web Intelligence and Intelligent Agent Technology-Volume 01 (pp. 492-499). IEEE Computer Society. Over the last two decades, social media has become a global phenomenon and imperative for social networking and content sharing. But, much of the subject matter that is developed from and created for these different platforms continues to be greatly unused. This purpose of this article is to show how content on social media can be        utilized to predict real-world conclusions. One main example is the conversations on Twitter.com which can be used to forecast box-office revenues for upcoming movies that have yet to hit the theaters. The authors prove that a basic model developed from watching how quickly tweets are posted regarding certain subjects can outperform market-based predictors. They also reveal how opinions gleaned from Twitter can be used to advance and expand the forecasting capability of social media. — Preceding unsigned comment added by 2606:A000:1318:8092:F570:315C:A2B9:C2F5 (talk) 14:35, 22 March 2019 (UTC)

'''External Links Modified '''

Here is another link to the author Bernardo Huberman. Which was mentioned by Annette her Annotated Bibliography. Added archive https://web.archive.org/web/20080919084355/http://mitpress.mit.edu/catalog/item/default.asp?tid=8498&ttype=2 to http://mitpress.mit.edu/catalog/item/default.asp?tid=8498&ttype=2 Please feel free to add and edit this material as needed. Thanks. — Preceding unsigned comment added by Kessiacurtis (talk • contribs) 14:16, 24 March 2019 (UTC)

Group 1, b. Summary and Recommendations of Bernard and Elsi
Annotated Bibliography/ Linking Group 1b, Bernard Davis

'''Keyes, J. (2013). Enterprise 2.0: Social networking tools to transform your organization. Boca Raton, FL : CRC Press ISBN: 9781439880432 Facebook. (2019). Workplace by Facebook. Retrieved from: https://en.wikipedia.org/wiki/Workplace_by_Facebook'''

Chapter two of this resource commenced by illustrating the reasons for project failure. They are tabulated by people related mistakes, process related mistakes, product related mistakes, and technology related mistakes. Furthermore, there are factors related to project success and failure such as the environment, leadership, and organizational factors. The authors go on to explicate how social networking is the perfect remedy for issues hindering organizations. Social networking is a great solution because team members spend an abundance of time working together. The chapter gives suggestions on collaborative tools and gives insight into the elements of collaboration. The utilization of Facebook is a great example of how social media is used as a social networking tools. This collaborative tool is effective because it aggregates people, groups, and organizations across the globe.

Adding to the body of knowledge - Elsi InoaSantos To add to your body of knowledge and content, the internet, and available social network systems such as Twitter, Facebook, and Instagram, to name a few have been essential resources for the success and collaboration of many social entrepreneurs. In other words, since early 2000, the internet specifically has become a useful tool for disseminating data to a wide range of like-minded supports in short amounts of time, even if these individuals are in different locations. Additionally, the internet allows for the sharing of design resources using open source philosophies (Malecki, 1997). As such, a social entrepreneur led organization can use wiki prototypes or crowdsourcing approaches and get hundreds of employees located worldwide to collaborate on joint online projects like social network systems strategies in support of social entrepreneurship endeavors (Schenk, 2009). In the end, these types of websites enable social entrepreneurs to distribute their philosophies to broader audiences, helping with the development and conservation of networks of like-minded people, along with supporting the linkage of potential stockholders, stakeholders, benefactors, or volunteers with the organization. In other words, per Keyes (2013) the internet together with social network systems have enable social entrepreneurs to accomplish their objectives with little or no start-up investment and little or no "bricks and mortar" accommodations.

References

Keyes, J. (2013). Enterprise 2.0: Social networking tools to transform your organization. Boca Raton, FL : CRC Press ISBN: 9781439880432

Malecki, E. J. (1997). Technology and economic development: the dynamics of local, regional, and national change. University of Illinois at Urbana-Champaign's Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship.

Schenk, E.; & Guittard, C. (2009). "Crowdsourcing what can be outsourced to the crowd and why". Retrieved from https://www.researchgate.net/publication/40270166_Crowdsourcing _What_can_be_Outsourced_to_the_Crowd_and_Why

'''Bacq, S., & Janssen, F. (2011). The Multiple Faces of Social Entrepreneurship: A Review of Definitional Issues Based on Geographical and Thematic Criteria. Entrepreneurship and Regional Development, 23(5–6), 373–403. https://doi-org.proxy-library.ashford.edu/http://www.tandfonline.com/loi/tepn20

Anonymous. (2019). Social entrepreneurship in South Asia. Wikipedia. Retrieved from: https://en.wikipedia.org/wiki/Social_entrepreneurship_in_South_Asia'''

This article explains how social entrepreneurship has gained popularity. Since research is still unfolding in this field, there are various definitions of social entrepreneurship. The article defined social entrepreneurship as acknowledging market phenomenon while still executing the mission, and balancing ethics and the bottom line. The authors looked to investigate if there are different definitions and perspectives of social entrepreneurship between the United States and Europe. Gartner described social entrepreneurship by four criteria:the individual, the process, the organization and the environment. The authors concluded that there is no disparity across continents and they gave suggestions for future research. Social entrepreneurship in South Asia holds the same definition. The major social issue in this region deals with poverty.

'''Baym, N. K., & Boyd, d. (2012). Socially mediated publicness: An introduction. Journal Of Broadcasting & Electronic Media, 56(3), 320-329. doi:10.1080/08838151.2012.705200

Anonymous. (2019). Social media. Wikipedia. Retrieved from: https://en.wikipedia.org/wiki/Social_media#Physical_and_mental_health'''

This article discusses how social media and technology are complicating everyday life. The authors explain how social media has changed how we communicate with each other and how communication standard have become distorted. The article focuses on publicness and how social media has convoluted how individuals address audiences. Users are attracted to the affordableness of social media and their creative objectives are implemented when they are online. The authors looked to redefine public, private and audience in relation to social media. Social media is influenced by offline activities which ultimately dictate the content posted in social media forums. Social media has been shown affect mental health and has been integrated into hiring processes, school admission, used by law agencies, politics and many other areas.

References

Anonymous. (2019). Social Entrepreneurship in South Asia. Wikipedia. Retrieved from: https://en.wikipedia.org/wiki/Social_entrepreneurship_in_South_Asia

Anonymous. (2019). Social Media. Wikipedia. Retrieved from: https://en.wikipedia.org/wiki/Social_media#Physical_and_mental_health

Bacq, S., & Janssen, F. (2011). The Multiple Faces of Social Entrepreneurship: A Review of Definitional Issues Based on Geographical and Thematic Criteria. Entrepreneurship and Regional Development, 23(5–6), 373–403. https://doi-org.proxy-library.ashford.edu/http://www.tandfonline.com/loi/tepn20

Baym, N. K., & Boyd, d. (2012). Socially mediated publicness: An introduction. Journal Of Broadcasting & Electronic Media, 56(3), 320-329. doi:10.1080/08838151.2012.705200 Facebook. (2019). Workplace by Facebook. Retrieved from: https://en.wikipedia.org/wiki/Workplace_by_Facebook

Keyes, J. (2013). Enterprise 2.0: Social networking tools to transform your organization. Boca Raton, FL : CRC Press ISBN: 9781439880432 — Preceding unsigned comment added by ELINOA2930 (talk • contribs) 13:40, 25 March 2019 (UTC)

Annotated Bibliography/ Linking Group 1b, Elsi Inoa-Santos

'''Niebecker, K., Eager, D., and Kubitza, K. (2008). Improving cross-company management performance with a collaborative project scorecard. International Journal of Managing Projects in Business, 1(3): 368-386. doi:10.1108/17538370810883828'''

Managing a company without clearly defined objectives or strategies have become the new norm, especially when these companies have competing cross-company product development projects or portfolio management projects. Hence, with the movement towards combining social entrepreneurship and traditional entrepreneurship, project transparency decreases, and status measurement becomes problematic if managers are not abreast of techniques that can help to solve these problems. Accordingly, to overcome these difficulties, the quality of effective communication by companies such as the Coca-Cola Company needs to be improved. Per Niebecker, Eager, and Kubitza (2008) recommend organizations to use the ProSTEP-iVIP reference model or models that are alike to manage time, tasks, and communications. The ProSTEP-iVIP reference model enables the project management office (PMO) of any organization to go beyond the traditional balanced scorecard methodology, providing an approach for monitoring portfolio management projects by aligning collaborative project goals with the business strategy. In other words, when organizations use the ProSTEP-iVIP reference model, they have entirely transitioned into utilizing social entrepreneurship techniques, enabling users to apply independent internal project management processes according to the standard, along with allowing the company to standardize external project management processes.

Some of the tools that the ProSTEP-iVIP reference model uses: 1. Interaction chains, 2. Issue lists, and a 3. Communication matrix. The ProSTEP-iVIP reference model uses different levels to standardize external project management processes such as level one (product development processes (PDP) – technical exchange), which triggers continuous project management processes, Level two (project management - reference and model). The overall end-state of ProSTEP-iVIP reference model is to ensure that the process levels within the level one and two are continually interacting and synchronizing their activities. In other words, collaboration in this reference model is critical. Therefore, ProSTEP-iVIP reference model increases all parties’ involved intercultural competence, leading to effective communication behaviors, and culminating with the achievement of the desired objects of the interactions. The ProSTEP-iVIP reference model is an example of how a researcher can use traditional entrepreneurship techniques such as a balanced scorecard, and add additional tools to enhance such tool and increase the overall organizational effectiveness.

'''Hockerts, K. (2015). How hybrid organizations turn antagonistic assets into complementarities. California Management Review, 57(3), 83. Retrieved from http://search.ebscohost.com.proxy-library.ashford.edu/login.aspx?direct=true&db=edb&AN=103146036&site=eds-live&scope=site'''

Hockerts (2015) study suggested that although hybrid organizations face different types of challenges, organizations can overcome these challenges by identifying hidden complementarities and constructing new ones, along with removing the need for complementarities and generating demands for either antagonistic assets or partnerships. Hoffman, Badiane, and Haigh define hybrid organizations as the market system for correcting societal issues that the traditional entrepreneurship approaches cannot address (Hockerts, 2015). Additionally, hybrid organizations want their competitors to embrace and spread their innovation, thus aiding them to accomplish their social mission. The article created by Hockerts (2015) enables the researcher to illustrate how the Coca-Cola Company uses a technique with a hybrid organization. An excellent example of this kind of hybrid organization innovation is the “Dear Future Community Challenge,” created by the Coca-Cola Company. The “Dear Future Community Challenge” intends to attract individuals from the ages of 18 to 24, and recruits hire and deliver better citizens for the future. In addition, the Coca-Cola Company along with its local bottlers collaborates with university and college professors and community leaders to evaluate submission and awards for a $30,000 grant, and other resources to the best change-making concepts. These local community leaders are responsible for mentoring and collaborating with the potential winners and assist them in making their visions an actuality by early 2019. In the end, this is how the Coca-Cola Company indirectly and directly leverages its recruiting and hiring efforts, while influencing potential institutional discriminatory actions, racism, and prejudices. In other words, everyone receives the opportunity to get the grant regardless of race, gender, nationality, ethnicity, or sexual orientation to name a few.

Accordingly, hybrid organizations follow an apparent social mission by applying innovative earned-income strategies with the objective of developing market disequilibria, ultimately leading to a revolution in these markets for the benefit of the community (Hockerts, 2015). In addition, Hockerts (2015) suggest that there is a need not to only use one type of traditional tool or theory such as the traditional economic theory, but to use different types of cognitive models to turn antagonistic assets into complementarities. Meaning, companies like the Coca-Cola Company need to bundle and take advantage of complementary resources. However, before achieving this, organizations must first ensure that they are not employing individuals with incompatible skills and that leaders/managers are doing the best they can to hire individuals who do not covet failure rather than success.

Moreover, organizations should evaluate their work settings as Hockerts (2015) article illustrates that physical resources are for the most part incompatible with the technological requirements. One of the things that most organizations for sure faced is the quality perception, which equates to social businesses with lower quality. Thus, organizations need to focus on their color choice, material, and designs. Another problem organizations faced is the lack of distribution channels to intended customers or bottlers. In the case of the Coca-Cola Company, the company continuously selects market segments that are difficult to access, especially when it relates to Twitter, Facebook, and YouTube users to name a few. In this case, the company is not only responsible for communicating their education efforts, achieving acceptance, and safeguarding usage of their products, but also reaching those markets in Russia and Cuba, were Coca-Cola products do not have such high demands. As a result, Hockerts (2015) suggest using the following steps to fight those antagonistic assets: 1. Identify hidden complementarities, 2. Develop new complementarities, 3. Eliminate the need for complementarities, 4. Create demand for antagonistic assets, and 5. Use partnerships to achieve distribution complementarities.

'''Muralidharan, E., & Pathak, S. (2019). Consequences of cultural leadership styles for social entrepreneurship: A theoretical framework. Sustainability, 11(4), 965. Retrieved from http://search.ebscohost.com.proxy-library.ashford.edu/login.aspx?direct=true&db=edb&AN=134935730&site=eds-live&scope=site'''

The article will assist the researcher in understanding how social entrepreneurs operate in companies such as the Coca-Cola Company, especially when a social change in the community they serve is paramount. Because the area of social entrepreneurship is an understudied area, the study promises to provide different types of approaches to help readers understand the phenomenon. For example, the study indicated that the effectiveness of leadership depends upon the perspective within which leadership behaviors happens. Meaning, different leadership styles could potentially be dependent upon different settings or cultures. As such, the study results indicated that culturally endorsed implicit leadership theories (CLTs) deriving from the charismatic and participatory leadership influences the probability of an individual becoming a social entrepreneur.

Furthermore, Muralidharan and Pathak (2019) study indicated that this is true especially when the government holistically supports social entrepreneurship and when individuals have trust in the government and the organization, they work. The study also suggests that organizations need to be abreast of the CLTs that are endorsed by the culture in which they are operating in because this enables them to take into account the expectations of customers and suppliers to name a few. Lastly, Muralidharan and Pathak (2019) recommend organizations to construct a cross-national data set containing a countrywide population-representative survey possibly from the Global Entrepreneurship Monitor (GEM) for social entrepreneurs, which offers information about individual-level responses by social entrepreneurs. The survey can include information about leadership styles, along with government effectiveness, and societal trust to name a few for empirical testing. Lastly, Muralidharan and Pathak (2019) do recommend researchers to use other types of tools or techniques by using case studies or structured interviews of social entrepreneurs. — Preceding unsigned comment added by ELINOA2930 (talk • contribs) 04:01, 22 March 2019 (UTC)

Response to Elsi Annotated Bibliography

Coca-Cola is a great example of a hybrid organization. It is apparent that generating revenue and profits is necessary but by implementing the "Dear Future Community Challenge" and collaborating with universities shows that Coca-Cola is aware of social issues and are looking to make a difference. "In common with other social entrepreneurs, hybrid entrepreneurs primarily seek to initiate change to alleviate or compensate for a particular social or environmental problem" (Haigh, et al., 2015, p. 7). There are a plethora of elements that contributes to social enterprises and leadership is a major aspect. The direction of the organization is very dependent on the leadership, which entails decisions concerning collaboration with other organizations including government agencies. Community action organizations are great examples because they are social entrepreneurships that utilizes a network of organizations to execute their mission. "In the United States and its territories, Community Action Agencies (CAA) are local private and public non-profit organizations that carry out the Community Action Program (CAP), which was founded by the 1964 Economic Opportunity Act to fight poverty by empowering the poor as part of the War on Poverty" (Anonymous, 2018, para. 1). Even though organizations such as Coca-Cola are taking on a hybrid approach, they is a stronger trust in organizations that takes on a social entrepreneurship paradigm, not to mention the leadership as well.

Reference

Anonymous. (2018). Community Action Agencies. Wikipedia. Retrieved from: https://en.wikipedia.org/wiki/Community_Action_Agencies (Links to an external site.)

Haigh, N., Walker, J., Bacq, S., & Kickul, J. (2015). Hybrid Organizations: ORIGINS, STRATEGIES, IMPACTS, AND IMPLICATIONS. California Management Review, 57(3), 5–12. https://doi-org.proxy-library.ashford.edu/10.1525/cmr.2015.57.3.5 ELINOA2930 (talk) 14:04, 25 March 2019 (UTC)