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Scholars and practitioners increasingly emphasize the role of Enterprise Social Media (ESM) in transforming organizations. By enabling networking across boundaries, knowledge sharing and swift collaboration, it can be used as a lever for changing the shared assumptions about work: organizational culture. This study investigates how employees made sense of paradoxical organizational cultures when their company harnessed ESM to drive cultural change. Using grounded theory, we conducted a 22-month long case study of a multinational company that introduced ESM in the workplace as an enabler of a culture change. We uncovered the paradoxes that impeded the hoped-for cultural change. In this Research-In-Progress, we show the details associated with one of the three key paradoxes that emerged from our findings that is flattening the organization while maintaining the hierarchy.



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