Purpose — The chapter explores if and how online and face-to-face organizational environments can interact, and if and how this interaction could foster managerial practices to sustain personal growth, organizational development, and employee–organization relationships. Methodology — Research project is based on an emblematic case study: fubles.com is a social sport sharing platform with one of the most active sport communities in Europe. This case is representative of a novel initiative, useful in understanding how social media drive organizational results. Findings — Social media activities do not always substitute face-to-face relationships; online connections can enhance relationships, in terms of quantity, quality, and fairness, generating comprehensive reconfiguration of people practices, before and after the game. Thanks to social networks, organizations can support interpersonal contacts, enabling people to organize collective activities both virtually and physically. Practical implications — The case advocates three levels of possible organizational reconfigurations through social media (individual, collective, and organizational) that can foster the quality of the employee–organization relationship. Originality/value — Results suggest that social media are sources of new and innovative ways to interact within and across organizations, reinforcing not only the online interactions, but especially traditional face-to-face connections through a process of reconfiguration of people practices.
The integration of online face-to-face social networking: the need for managerial reconfiguration
Imperatori, Barbara;Ruta, Cataldo
2013
Abstract
Purpose — The chapter explores if and how online and face-to-face organizational environments can interact, and if and how this interaction could foster managerial practices to sustain personal growth, organizational development, and employee–organization relationships. Methodology — Research project is based on an emblematic case study: fubles.com is a social sport sharing platform with one of the most active sport communities in Europe. This case is representative of a novel initiative, useful in understanding how social media drive organizational results. Findings — Social media activities do not always substitute face-to-face relationships; online connections can enhance relationships, in terms of quantity, quality, and fairness, generating comprehensive reconfiguration of people practices, before and after the game. Thanks to social networks, organizations can support interpersonal contacts, enabling people to organize collective activities both virtually and physically. Practical implications — The case advocates three levels of possible organizational reconfigurations through social media (individual, collective, and organizational) that can foster the quality of the employee–organization relationship. Originality/value — Results suggest that social media are sources of new and innovative ways to interact within and across organizations, reinforcing not only the online interactions, but especially traditional face-to-face connections through a process of reconfiguration of people practices.
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