An Investigation of the Mental Models of Social Media in the Minds of Managers

Research output: Contribution to conferencePaperResearchpeer-review

Abstract

The paper empirically illustrates how managers’ use of social media in business is constrained by socio-mental models (mindsets) of business-consumer interaction. As such, it counters the rationalist argument that the use social media relies on an analysis of opportunities in the market and capabilities within the firm. Instead, a priori assumptions related to business consumer interaction persist and affect new opportunities to interact with consumers that social media afford. Based on interviews with managers we identify four mental models of business-consumer interaction, which influence how managers implement social media within the service and retailing industries. The authors provide suggestions for how companies may help managers overcome cognitive biases to enable a more rational evaluation of social media use B2C interactions.
The paper empirically illustrates how managers’ use of social media in business is constrained by socio-mental models (mindsets) of business-consumer interaction. As such, it counters the rationalist argument that the use social media relies on an analysis of opportunities in the market and capabilities within the firm. Instead, a priori assumptions related to business consumer interaction persist and affect new opportunities to interact with consumers that social media afford. Based on interviews with managers we identify four mental models of business-consumer interaction, which influence how managers implement social media within the service and retailing industries. The authors provide suggestions for how companies may help managers overcome cognitive biases to enable a more rational evaluation of social media use B2C interactions.

Conference

ConferenceThe 43rd EMAC Annual Conference 2014
Number43
LocationThe University of Valencia
CountrySpain
CityValencia
Period03/06/201406/06/2014
Internet address

Keywords

  • Cognition
  • Mental models
  • Management
  • Retailing
  • Social media
  • Strategy
  • Communication
  • Meta-cognition

Cite this

Rydén, P., Ringberg, T., & Wilke, R. (2014). An Investigation of the Mental Models of Social Media in the Minds of Managers. Paper presented at The 43rd EMAC Annual Conference 2014, Valencia, Spain.
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An Investigation of the Mental Models of Social Media in the Minds of Managers. / Rydén, Pernille; Ringberg, Torsten; Wilke, Ricky.

2014. Paper presented at The 43rd EMAC Annual Conference 2014, Valencia, Spain.

Research output: Contribution to conferencePaperResearchpeer-review

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AU - Ringberg,Torsten

AU - Wilke,Ricky

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N2 - The paper empirically illustrates how managers’ use of social media in business is constrained by socio-mental models (mindsets) of business-consumer interaction. As such, it counters the rationalist argument that the use social media relies on an analysis of opportunities in the market and capabilities within the firm. Instead, a priori assumptions related to business consumer interaction persist and affect new opportunities to interact with consumers that social media afford. Based on interviews with managers we identify four mental models of business-consumer interaction, which influence how managers implement social media within the service and retailing industries. The authors provide suggestions for how companies may help managers overcome cognitive biases to enable a more rational evaluation of social media use B2C interactions.

AB - The paper empirically illustrates how managers’ use of social media in business is constrained by socio-mental models (mindsets) of business-consumer interaction. As such, it counters the rationalist argument that the use social media relies on an analysis of opportunities in the market and capabilities within the firm. Instead, a priori assumptions related to business consumer interaction persist and affect new opportunities to interact with consumers that social media afford. Based on interviews with managers we identify four mental models of business-consumer interaction, which influence how managers implement social media within the service and retailing industries. The authors provide suggestions for how companies may help managers overcome cognitive biases to enable a more rational evaluation of social media use B2C interactions.

KW - Cognition

KW - Mental models

KW - Management

KW - Retailing

KW - Social media

KW - Strategy

KW - Communication

KW - Meta-cognition

KW - Cognition

KW - Mental models

KW - Management

KW - Retailing

KW - Social media

KW - Strategy

KW - Communication

KW - Meta-cognition

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Rydén P, Ringberg T, Wilke R. An Investigation of the Mental Models of Social Media in the Minds of Managers. 2014. Paper presented at The 43rd EMAC Annual Conference 2014, Valencia, Spain.