The use of enterprise social networks for knowledge sharing: SHIFT, the CEMEX case

Abstract

Enterprise social network sites’ adoption for business purposes into large multinational organizations  have  been  implemented  with the expectation to create value for all the stakeholders  (industry,  organization,  teams and members). The objective of this paper is to better understand how to design and support knowledge sharing practices of collective networks to mobilize global initiatives. According to Metcalfe Law, the value in networks has long been known to be at least partially a function of the number of nodes attached  to  the  network.  However,  these views of value are incomplete with respect to the kind of interactions taking place on Social Media networks. When Metcalfe theorized his function, he visualized a network that carried a particular kind of message. However, with the emergence of social networking, the same social network platform can carry a number of kinds of messages, from information updates, to game play, to fundraising, etc. To understand how knowledge sharing takes places a research model is proposed and a case study is documented, based on SHIFT, the CEMEX platform for collaboration through consideration of social capital dynamics, support for relationships and network interactions. Finally, and building upon the platform adoption findings regarding economic, pragmatic and social value creation, a research agenda for future research on this topic is suggested.