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

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.