Title: Does social networking ultimately sustain organisational performance?

Authors: Lobel Trong-Thuy Tran; Wan-Tran Huang

Addresses: Faculty of Business Administration, Ton Duc Thang University, 19 Nguyen Huu Tho, District 7, Ho Chi Minh City, Vietnam ' Department of Business Administration, Asia University, No. 500, Liufeng Rd., Wufeng Dist., Taichung City 41354, Taiwan

Abstract: This study examines how integrated social networking sites (SNSs) affect organisational management orientation (OMO) and assesses how this relationship can have an impact on managerial performance and organisational value. The researchers conducted a questionnaire and in-depth pilot interview to obtain the data with samples being selected from a developed economy (Taiwan) and an emerging economy (Thailand) with pretest. Non-respondent bias and common method variance were tested and the model was constructed by assessing reliability, extracting average variance, and testing discriminant validity. To test the proposed hypotheses, the researchers adopted PLS procedure. SNS integration appeared to strongly affect OMO, and managerial performance mediated the relationship between OMO and organisational value in both the developed and emerging economies. Interestingly, while no direct link could be established between OMO and organisational value in the developed economy, the researchers found that OMO appears to directly affect organisational value through managerial performance in the emerging economy.

Keywords: social networking site integration; organisational management orientation; managerial performance; organisational value.

DOI: 10.1504/IJNVO.2018.092070

International Journal of Networking and Virtual Organisations, 2018 Vol.18 No.3, pp.227 - 245

Available online: 22 May 2018 *

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