AbstractIn recent years social media have proliferated across the globe, representing a tremendous source of input that businesses can leverage to innovate. Social media allow firms to listen, cocreate and gather feedback from multiple communication channels simultaneously. Yet, little is known about “when” and “how” managers should use these social tools.
In response, this research examines social media and innovation from different angles. A mixed-methods approach to data collection and analysis is used to explore the research questions, drawing on interviews, secondary data analysis, systematic review of the literature, cross sectional survey and structural equation modeling. The lens of dynamic capabilities is employed as main theoretical ground.
The results of this research underpin the critical role of social media capabilities. A theoretical framework shows the interplay between several classes of capabilities, including top management support, social media managers that orchestrate activities and process embeddedness. By forging bridges between various streams of literature, a systematic review consolidates findings focusing on the firm perspective and suggests future areas of research. Finally, two social media capabilities- social media agility and analytical capabilities- are identified and their effects on NPD performance are tested, revealing contrasting results.
|Date of Award||4 Sep 2020|
|Supervisor||Wafa Hammedi (Supervisor), Dominik Mahr (Co-Supervisor), Jean-Yves Gnabo (President), Annick CASTIAUX (Supervisor), Gloria J. Barczak (Jury), Bas Hillebrand (Jury) & Annouk Lievens (Jury)|