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Paper Number
2161
Paper Type
Complete
Description
We study the association between people' participation in an ESN platform and job mobility events using employees' actions on an S&P500 company's enterprise social networking (ESN) platform. Using cutting-edge text-mining algorithms, we first determine the settings in which employees use these platforms and then assess the relationship between those qualities and job mobility. According to our topic-modeling analysis, employee participation on workplace social networking platforms has multiple dimensions; nonetheless, it is mainly employed for knowledge-sharing, social networking, employee engagement, and volunteer activities. We provide empirical evidence that employees' contributions to knowledge-sharing, social networking, and organizational engagement via ESN lead to a higher likelihood of job mobility; however, a higher number of complaints, perhaps surprisingly, is associated with a higher likelihood of job mobility. We contend that better levels of knowledge-sharing, social networking, and employee engagement with less complaints can be linked to self-promotion, resulting in a higher likelihood of promotion.
Recommended Citation
Esmaeili, Mostafa and Zantedeschi, Daniel, "Enterprise Social Networking Platform and Employees’ Job Mobility" (2022). ICIS 2022 Proceedings. 10.
https://aisel.aisnet.org/icis2022/social/social/10
Enterprise Social Networking Platform and Employees’ Job Mobility
We study the association between people' participation in an ESN platform and job mobility events using employees' actions on an S&P500 company's enterprise social networking (ESN) platform. Using cutting-edge text-mining algorithms, we first determine the settings in which employees use these platforms and then assess the relationship between those qualities and job mobility. According to our topic-modeling analysis, employee participation on workplace social networking platforms has multiple dimensions; nonetheless, it is mainly employed for knowledge-sharing, social networking, employee engagement, and volunteer activities. We provide empirical evidence that employees' contributions to knowledge-sharing, social networking, and organizational engagement via ESN lead to a higher likelihood of job mobility; however, a higher number of complaints, perhaps surprisingly, is associated with a higher likelihood of job mobility. We contend that better levels of knowledge-sharing, social networking, and employee engagement with less complaints can be linked to self-promotion, resulting in a higher likelihood of promotion.
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Comments
15-SocialMedia