The effectiveness of enterprise social media use: Impact of national culture and organizational culture

This paper develops a research framework to show how national culture, organizational culture, subsidiary-specific characteristics, and the design of Enterprise Social Media (ESM) influence the effective use of ESM through organizational affordances. Our model is based on Hofstede’s cultural model for national culture, Quinn’s competing values approach to organizational effectiveness, and Treem and Leonardi’s four affordances of social media. The model provides researchers a novel and relevant theoretical framework to understand how to incorporate national and organizational culture into our understanding of the effective use of ESM. Future work based on the research model is explained.