This document summarizes Robin Effing's presentation on developing a social media strategy design framework. It describes conducting a systematic literature review on existing social media strategies used by organizations. The review found a small number of relevant publications from 2008-2012 focused on exploratory theoretical work in information systems and management. A gap in the literature was identified around empirically testing social media strategy frameworks. The document outlines Effing's proposed social media strategy design framework, which takes into account both positive and negative perspectives on social media usage for organizations. It also lists some preconditions and limitations to effectively applying the framework.

1. Social Media Strategy Design
Robin Effing
Saxion University of Applied Sciences
University of Twente
The Netherlands
The 2nd Scientific Conference
Information Science in an Age of Change 15-16 April 2013 Warsaw Poland

2. Organizations
struggle with
their participation
on social media

3. Blurring borders between
personal and
professional lifes

4. Transformation from
economies of information
to
economies of networks
(Camps, 2011)

5. Why a strategic approach? 3 grounds
1. Examples in literature: Proctor &
Gamble, FedEx, Doritos, Dove,
Zappos, BMW Mini, Lego, SAP,
Barack Obama, etc.
2. Empirical indications from our
studies (Effing, Van Hillegersberg & Huibers,
2011)
3. Predictable return on investment
(ROI) (Kiron, Palmer, Philips & Kruschwitz,
2012).

6. THE METHOD:
Systematic Literature
Review

7. “Analyzing the past to prepare for the
future”
Webster and Watson, 2012 in MISQ

8. Systematic Literature Review
- Clarity about approach
- Clarity about selection
- Meta information
(disciplines, type, years, etc.)

9. Systematic Literature Review:
The selection process
*also strategies **also policies ;

10. Literature Gap indicated:
- Small number (12) of relevant publications
- Young field, recent years (2008 – 2012)
- Mainly exploratory theoretical work
- Dominant disciplines: IS and Management

11. The negativism lens

12. The negativism lens:
- Social media can harm the
reputation of the organization
- Career-effects of social media
- Restricting employee use
- Controlling behavior by procedures
- Command and control

13. The positivism lens

14. The positivism lens:
- Predictable and rational outcomes
- Social media helps to achieve
organizational value
- Employer benefits
- Expected benefits (customer
relationships, marketing, knowledge
management and innovation)

15. Ethical considerations:
Rights
Versus
Loyalty

16. Social media strategy
can be
a double-edged sword
(Munar, 2012)

17. Strategy plan topics

18. The Social Media
Strategy Design
Framework

19. Effing 2013 The SMSD Framework

20. Preconditions:
- senior level sponsorship
- long-term commitment
- be authentic
(reflect real life behavior)

21. Limitations:
- No strive for completeness
- Limited scope
- Only English language literature
- Only digital library services included
- The practitioners perspective was
not the focus
- Framework is not yet tested
empirically

22. Questions
r.effing@saxion.nl
@robineffing
linkedin.com/in/effing