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    Case Study 2 Đinh Thị Huyền Oanh

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    Huyền Oanh Đinh
    Management factors that impede adoption of internal social networks include lack of incentives provided to employees and few employees seeing the technology as useful. Organizational inertia also poses challenges as employees are accustomed to existing ways of working. Technology factors include need for ease of use, relevance of content, and accessibility for adoption to increase. Red Robin succeeded with internal social networks while NASA's Goddard Space Flight Center failed. Red Robin engaged employees for feedback and improvement, while NASA focused less on organizational culture. Management buy-in and understanding employee needs are key for success.

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    Case Study 2 Đinh Thị Huyền Oanh

    Uploaded by

    Huyền Oanh Đinh
    48 views3 pages
    Management factors that impede adoption of internal social networks include lack of incentives provided to employees and few employees seeing the technology as useful. Organizational inertia also poses challenges as employees are accustomed to existing ways of working. Technology factors include need for ease of use, relevance of content, and accessibility for adoption to increase. Red Robin succeeded with internal social networks while NASA's Goddard Space Flight Center failed. Red Robin engaged employees for feedback and improvement, while NASA focused less on organizational culture. Management buy-in and understanding employee needs are key for success.

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    Management factors that impede adoption of internal social networks include lack of incentives provided to employees and few employees seeing the technology as useful. Organizational inertia also poses challenges as employees are accustomed to existing ways of working. Technology factors include need for ease of use, relevance of content, and accessibility for adoption to increase. Red Robin succeeded with internal social networks while NASA's Goddard Space Flight Center failed. Red Robin engaged employees for feedback and improvement, while NASA focused less on organizational culture. Management buy-in and understanding employee needs are key for success.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    48 views3 pages

    Case Study 2 Đinh Thị Huyền Oanh

    Uploaded by

    Huyền Oanh Đinh
    Management factors that impede adoption of internal social networks include lack of incentives provided to employees and few employees seeing the technology as useful. Organizational inertia also poses challenges as employees are accustomed to existing ways of working. Technology factors include need for ease of use, relevance of content, and accessibility for adoption to increase. Red Robin succeeded with internal social networks while NASA's Goddard Space Flight Center failed. Red Robin engaged employees for feedback and improvement, while NASA focused less on organizational culture. Management buy-in and understanding employee needs are key for success.

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    of 3

    Q1: Identify the management, organization, and

    technology factors responsible for impeding adoption of


    internal corporate social networks.
    Management:
    No matter young or old employees, who were collaborating
    and doing business in more traditional settings normally need
    an incentive to use social software. However, majority of the
    companies are not providing incentives to the employees,
    there are only 22 percent of the users of the social software
    believe the technology is useful and necessary to their job.
    Organization:
    Those companies that have tried to set up the internal social
    network have found out that the employees who are used to
    do business in a certain way and overcoming the
    organizational inertia can prove difficult. About half of the
    survey respondents said that internal social networks had a
    “very little impact” on employee’s retention, the speed of
    making decision or the reduction of meetings.
    Technology:
    To increase the motivation to adopt the social networking
    technologies, ease of use and increased job efficiency are
    more important compared to peer pressure. Most of the IT
    professionals consider their own internal social networks are
    only average or below average and the biggest reason is low
    adoption rates of the employees. The content on the networks
    must be relevant, up-to-date and easy to access. Users prefer
    to use the network that is more user-friendly rather than
    difficult to reach.
    Q2: Compare the experiences for implementing internal
    social networks of the two organizations. Why was one
    more successful than the other? What role did
    management play in this process?
    - NASA’s Goddard Space Flight Center is the example
    who failed to implement the internal social network.
    They set up a custom-built enterprise social network
    called Spacebook, and it is to help small teams to
    collaborate without e-mailing the larger groups.
    Spacebook included user profiles, group workspaces like
    wikis, discussion forum, file sharing and group creation.
    However, spacebook was failed, and it was due to it is
    not focus enough on people and the network was not
    taking into consideration on the organization’s culture
    and politics. The employees do not realise how the
    network would help them to do their jobs.

    - Red Robin is the one who succeed in implementing the


    internal social network. Red Robin is a chain with 355
    restaurants, about 20,000 employees working in it. They
    uses the social networking to give their front-line
    employees who interact with the customers a greater
    voice in the company because the CIO of the company
    believes that engaging the employees would increase
    employee loyalty and bringing them motivation to work.
    Red Robin is taking into consideration on the employee’s
    comments and always improves the company
    accordingly. Red Robin decided to try Yammer, which is
    a platform for people to create conversations, perform
    status updates, upload and share files and set up
    workgroups for small project teams just like Facebook. It
    allows the employees to communicate with the high
    management and receive immediate feedback for
    improvement.
    The management must be clear of what is needed by the
    employees as they are the most important assets to the
    company because they are the one working and bringing the
    company towards its goal. Employee’s comments and feeling
    must be taken into consideration for every decisions making.
    No matter how good the network and revolution is, if it is not
    attractive to the employees, it would not be success.
    Q3: Should all companies implement internal enterprise
    social networks? Why or why not?
    Yes, I think all companies should implement internal
    enterprise social networks. Internal social network is a very
    useful tool for the companies to reduce expenses, time and
    improve productivity. People in the company can simply
    share documents and information online and communicate via
    this platform, and this help to save time and as well energy
    compared to the traditional way which is to deliver the
    hardcopy of the document manually and using phone call
    which will cost money. Companies should provide incentives
    to encourage the employee to adopt the new system. I believe
    that if the employees are clear of what benefits they will
    receive with the new system, they would be more willing to
    accept the changes.

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