The role of social media for innovation

Kastelle, Tim and Ohr, Ralph (2013). The role of social media for innovation. In Nicole Pfeffermann, Tim Minshall and Letizia Mortara (Ed.), Strategy and communication for innovation 2nd ed. (pp. 427-436) Berlin, Germany: Springer. doi:10.1007/978-3-642-41479-4_25

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Author Kastelle, Tim
Ohr, Ralph
Title of chapter The role of social media for innovation
Title of book Strategy and communication for innovation
Place of Publication Berlin, Germany
Publisher Springer
Publication Year 2013
Sub-type Research book chapter (original research)
DOI 10.1007/978-3-642-41479-4_25
Year available 2013
Edition 2nd
ISBN 9783642414787
9783642414794
Editor Nicole Pfeffermann
Tim Minshall
Letizia Mortara
Chapter number 25
Start page 427
End page 436
Total pages 10
Total chapters 26
Collection year 2014
Language eng
Abstract/Summary It is now well-documented that social media can play an important role in supporting the innovation process. Social approaches are most commonly thought to be useful in either idea generation, as in open innovation approaches, or in idea diffusion. However, while the connection between social media and innovation success has been established, the mechanics of how social media supports innovation are less well understood. This is the issue that we investigate in this chapter. We use data from two case studies. One firm has been very successful in using social media to support organizational innovation, the other less so. After describing the cases in some detail, we discuss how social media use affects all phases of the innovation process. We then also look at how social media use addresses innovation capability at an individual level. We draw several conclusions and key learnings from the data presented. It appears as though social media best supports innovation when social approaches are effectively integrated into the day-to-day activities of an organisation. Instead of simply ‘‘adding some social’’ and hoping to see improvements, the use of social media must be integrated with the strategy and objectives of the firm. The selection of the best social media channels to use then follows from this integration with strategy. There is no absolute must-use channel—the correct tools will depend on the value proposition and target market of the organisation. At a personal level, social media can be leveraged to strengthen important innovation capabilities, such as exploration, connection and network building. Using social media to support innovation is only worth the effort for both organisations and individuals when there is a clear outcome desired, accompanied by a suitable strategy for reaching these objectives.
Q-Index Code B1
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Book Chapter
Collections: Official 2014 Collection
UQ Business School Publications
 
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Created: Wed, 12 Feb 2014, 11:33:52 EST by Karen Morgan on behalf of UQ Business School