Understanding the value of social media in organisations : a taxonomic approach While organizations strive to leverage the vast information generated daily from social media platforms and both decision makers and consultants are keen to identify and exploit this informationxe2x80x99s value, there has been little research into social media in the business context. Social media are diverse, varying in scope and functionality, this diversity entailing a complex of attributes and characteristics, resulting in confusion for both researchers and  are :66,important precursors in emerging fields and are foundational for rigorous theory building. Though aspects of social media have been studied from various discipline perspectives, this work has been largely descriptive. Thus, while the need for a rigorous taxonomy of social media is strong, previous efforts to classify social media suffer limitations xe2x80x93 e.g. lack of a systematic taxonomic method, overreliance on intuition, disregard for the usersxe2x80x99 perspective, and inadequate consideration  this :138,study was mainly initiated by the overarching question xe2x80x9cHow can social media in the business context be usefully classified?xe2x80x9d In order to address this gap, the current paper proposes a systematic method for developing a taxonomy appropriate to :138,study social media in organizations context, combining Nickerson et al,xe2x80x99s (2012) IS taxonomy building guidelines and a Repertory grid (RepGrid) approach.

Social media capital: Conceptualizing the nature, acquisition, and expenditure of social mediabased organizational resources Abstract   The nearuniversal organizational participation in social media is predicated on the belief there are some tangible or intangible new resources to be had through tweeting, pinning, posting, friending, and sharing. We argue the linchpin of any payoff from engagement in social media is a special form of social capital we refer to as social media capital, and offer a conceptual framework for understanding its nature, acquisition, and expenditure. This paper contributes to existing literature by elaborating a new type of organizational resource and then synthesizing and extending research on the processes through which organizations can translate social media efforts into meaningful organizational outcomes. Understanding this causal chain is critical not only for measuring the return on investment from social media use but also for developing accounting information systems that are both adaptable to social resources and better able to exploit the data analytic and forecasting capabilities of realtime social media data.