The effects of social media on organizational behaviours in non-democratic countries

Context: Culture is a set of values, opinions and beliefs which shape people lives, societies, nations and organizations. However, organizational culture is the most essential context at the heart of the organizational development career but national culture has an effective impact on the organizational members behaviours and attitudes. The appearance of social media and its popularity among people have created different variables in the way that organizational members communicate, which impact on the stability of organizational development. But how organizational behaviours turn into challenges when social media as a new communication technology is introduced to the companies where the national culture of their countries has not embedded democracy principles? Objectives: This research proposed to determine how the use of social media impacts negatively and positively, on organizational behaviors inside of organizations hold in non-democratic countries in terms of leadership, collaboration, communication, interaction between seniors and subordinates. Method: The empirical research in this research consists of two qualitative proposals based methods by applying semi-structured interviews with 18 different level managers (Middle and Senior, CEO) from different large and medium companies in Iran. Hofstede Cultural Dimensions are the main cultural analysis framework which have been applied to the data analysis collected from interviews. Results: A framework for conceptualizing organizational behaviours in challenging with new communication technology in non-democratic cultural context which results a categorization of organizational behaviours specification variables and a set of propositions about their causes. Conclusions/Implications: The influence, importance and implication of both the national culture and organizational culture on challenging with social media networks have been focused and a set of new discussions have been developed for the future studies. Moreover, the detailed concentration of this research on the relation between social media effects and non-democratic culture context have brought many new views for the future researchers to have deeper understanding about the outcomes of new communication technology on organizational behaviours in developing nations where the democracy principles are not a part of national culture.Contexto: La cultura es un conjunto de valores, opiniones y creencias que conforman la vida de las personas, las sociedades, las naciones y las organizaciones. Sin embargo, la cultura organizacional es el contexto más esencial en el corazón de la carrera de desarrollo organizacional, a pesar de que la cultura nacional tiene un impacto significativo en los comportamientos y actitudes de los miembros de la organización. La aparición de los medios sociales y su popularidad entre las personas han creado diferentes alternativas en la forma en que los miembros de la organización se comunican, lo que repercute en la estabilidad del desarrollo organizacional. Pero, ¿cómo los comportamientos organizacionales se convierten en desafíos cuando los medios sociales, como una nueva tecnología de comunicación, se introduce en las empresas en donde los principios democráticos no han arraigado en la cultura nacional? Objetivos: Esta investigación propone determinar cómo los canales sociales impactan negativa y positivamente en los comportamientos organizacionales dentro de las organizaciones que pertenecen a países no democráticos en términos de liderazgo, colaboración, comunicación e interacción entre gerentes y subordinados. Método: Los dos estudios de la tesis doctoral siguen principios propios de la investigación con datos cualitativos mediante el uso de entrevistas semiestructuradas con 18 gerentes de diferentes niveles jerárquicos en diferentes compañías de Irán. Las dimensiones culturales de Hofstede son el principal marco de análisis cultural del estudio. Resultados: La tesis doctoral propone un marco para conceptualizar los comportamientos organizacionales que surgen de la aparición de nuevas tecnologías de comunicación en un contexto cultural no democrático. Para ello, la tesis doctoral realiza una categorización de variables de comportamientos organizacionales y un conjunto de proposiciones sobre sus causas. Conclusiones/Implicaciones: La influencia, importancia e implicación de la cultura nacional y organizacional en el uso de las redes sociales ha captado una gran atención por lo que se han desarrollado nuevas e intensas discusiones en el ámbito. Además, los resultados de esta investigación en la relación entre los efectos de los medios sociales y el contexto cultural no democrático han aportado muchos puntos de vista nuevos que permiten seguir investigando en este campo. Esta comprensión sobre los resultados obtenidos de las nuevas tecnologías de la comunicación sobre los comportamientos organizativos en las naciones en desarrollo es de gran relevancia por su impacto en los resultados organizativos

How does social media affect the behaviours of managers and employees in non-democratic countries?

The majority of social media studies have focused their attention on national and international companies in developed countries where democracy is part of the national culture of their citizens. The purpose of this research is to understand how social media usage effects organisational behaviour and culture in non-democratic countries. From a qualitative framework based on the current literature and Hofstede cultural analysis, we developed semi-structured interviews with one CEO and five middle managers from an international company in Iran in order to suggest several ways on how the use of social media within this type of company affects organisational behaviour. The results indicate that organisational culture is influenced by culture in non-democratic countries. The use of social media also has a positive impact on transformational leadership, collaboration, knowledge sharing and team-work but negatively on transparency which increases organisational stress.Peer ReviewedPostprint (author's final draft

The effects of social media on organizational behaviours in non-democratic countries

Context: Culture is a set of values, opinions and beliefs which shape people lives, societies, nations and organizations. However, organizational culture is the most essential context at the heart of the organizational development career but national culture has an effective impact on the organizational members behaviours and attitudes. The appearance of social media and its popularity among people have created different variables in the way that organizational members communicate, which impact on the stability of organizational development. But how organizational behaviours turn into challenges when social media as a new communication technology is introduced to the companies where the national culture of their countries has not embedded democracy principles? Objectives: This research proposed to determine how the use of social media impacts negatively and positively, on organizational behaviors inside of organizations hold in non-democratic countries in terms of leadership, collaboration, communication, interaction between seniors and subordinates. Method: The empirical research in this research consists of two qualitative proposals based methods by applying semi-structured interviews with 18 different level managers (Middle and Senior, CEO) from different large and medium companies in Iran. Hofstede Cultural Dimensions are the main cultural analysis framework which have been applied to the data analysis collected from interviews. Results: A framework for conceptualizing organizational behaviours in challenging with new communication technology in non-democratic cultural context which results a categorization of organizational behaviours specification variables and a set of propositions about their causes. Conclusions/Implications: The influence, importance and implication of both the national culture and organizational culture on challenging with social media networks have been focused and a set of new discussions have been developed for the future studies. Moreover, the detailed concentration of this research on the relation between social media effects and non-democratic culture context have brought many new views for the future researchers to have deeper understanding about the outcomes of new communication technology on organizational behaviours in developing nations where the democracy principles are not a part of national culture.Contexto: La cultura es un conjunto de valores, opiniones y creencias que conforman la vida de las personas, las sociedades, las naciones y las organizaciones. Sin embargo, la cultura organizacional es el contexto más esencial en el corazón de la carrera de desarrollo organizacional, a pesar de que la cultura nacional tiene un impacto significativo en los comportamientos y actitudes de los miembros de la organización. La aparición de los medios sociales y su popularidad entre las personas han creado diferentes alternativas en la forma en que los miembros de la organización se comunican, lo que repercute en la estabilidad del desarrollo organizacional. Pero, ¿cómo los comportamientos organizacionales se convierten en desafíos cuando los medios sociales, como una nueva tecnología de comunicación, se introduce en las empresas en donde los principios democráticos no han arraigado en la cultura nacional? Objetivos: Esta investigación propone determinar cómo los canales sociales impactan negativa y positivamente en los comportamientos organizacionales dentro de las organizaciones que pertenecen a países no democráticos en términos de liderazgo, colaboración, comunicación e interacción entre gerentes y subordinados. Método: Los dos estudios de la tesis doctoral siguen principios propios de la investigación con datos cualitativos mediante el uso de entrevistas semiestructuradas con 18 gerentes de diferentes niveles jerárquicos en diferentes compañías de Irán. Las dimensiones culturales de Hofstede son el principal marco de análisis cultural del estudio. Resultados: La tesis doctoral propone un marco para conceptualizar los comportamientos organizacionales que surgen de la aparición de nuevas tecnologías de comunicación en un contexto cultural no democrático. Para ello, la tesis doctoral realiza una categorización de variables de comportamientos organizacionales y un conjunto de proposiciones sobre sus causas. Conclusiones/Implicaciones: La influencia, importancia e implicación de la cultura nacional y organizacional en el uso de las redes sociales ha captado una gran atención por lo que se han desarrollado nuevas e intensas discusiones en el ámbito. Además, los resultados de esta investigación en la relación entre los efectos de los medios sociales y el contexto cultural no democrático han aportado muchos puntos de vista nuevos que permiten seguir investigando en este campo. Esta comprensión sobre los resultados obtenidos de las nuevas tecnologías de la comunicación sobre los comportamientos organizativos en las naciones en desarrollo es de gran relevancia por su impacto en los resultados organizativos

The effects of social media on organizational behaviours in non-democratic countries

Context: Culture is a set of values, opinions and beliefs which shape people lives, societies, nations and organizations. However, organizational culture is the most essential context at the heart of the organizational development career but national culture has an effective impact on the organizational members behaviours and attitudes. The appearance of social media and its popularity among people have created different variables in the way that organizational members communicate, which impact on the stability of organizational development. But how organizational behaviours turn into challenges when social media as a new communication technology is introduced to the companies where the national culture of their countries has not embedded democracy principles? Objectives: This research proposed to determine how the use of social media impacts negatively and positively, on organizational behaviors inside of organizations hold in non-democratic countries in terms of leadership, collaboration, communication, interaction between seniors and subordinates. Method: The empirical research in this research consists of two qualitative proposals based methods by applying semi-structured interviews with 18 different level managers (Middle and Senior, CEO) from different large and medium companies in Iran. Hofstede Cultural Dimensions are the main cultural analysis framework which have been applied to the data analysis collected from interviews. Results: A framework for conceptualizing organizational behaviours in challenging with new communication technology in non-democratic cultural context which results a categorization of organizational behaviours specification variables and a set of propositions about their causes. Conclusions/Implications: The influence, importance and implication of both the national culture and organizational culture on challenging with social media networks have been focused and a set of new discussions have been developed for the future studies. Moreover, the detailed concentration of this research on the relation between social media effects and non-democratic culture context have brought many new views for the future researchers to have deeper understanding about the outcomes of new communication technology on organizational behaviours in developing nations where the democracy principles are not a part of national culture.Contexto: La cultura es un conjunto de valores, opiniones y creencias que conforman la vida de las personas, las sociedades, las naciones y las organizaciones. Sin embargo, la cultura organizacional es el contexto más esencial en el corazón de la carrera de desarrollo organizacional, a pesar de que la cultura nacional tiene un impacto significativo en los comportamientos y actitudes de los miembros de la organización. La aparición de los medios sociales y su popularidad entre las personas han creado diferentes alternativas en la forma en que los miembros de la organización se comunican, lo que repercute en la estabilidad del desarrollo organizacional. Pero, ¿cómo los comportamientos organizacionales se convierten en desafíos cuando los medios sociales, como una nueva tecnología de comunicación, se introduce en las empresas en donde los principios democráticos no han arraigado en la cultura nacional? Objetivos: Esta investigación propone determinar cómo los canales sociales impactan negativa y positivamente en los comportamientos organizacionales dentro de las organizaciones que pertenecen a países no democráticos en términos de liderazgo, colaboración, comunicación e interacción entre gerentes y subordinados. Método: Los dos estudios de la tesis doctoral siguen principios propios de la investigación con datos cualitativos mediante el uso de entrevistas semiestructuradas con 18 gerentes de diferentes niveles jerárquicos en diferentes compañías de Irán. Las dimensiones culturales de Hofstede son el principal marco de análisis cultural del estudio. Resultados: La tesis doctoral propone un marco para conceptualizar los comportamientos organizacionales que surgen de la aparición de nuevas tecnologías de comunicación en un contexto cultural no democrático. Para ello, la tesis doctoral realiza una categorización de variables de comportamientos organizacionales y un conjunto de proposiciones sobre sus causas. Conclusiones/Implicaciones: La influencia, importancia e implicación de la cultura nacional y organizacional en el uso de las redes sociales ha captado una gran atención por lo que se han desarrollado nuevas e intensas discusiones en el ámbito. Además, los resultados de esta investigación en la relación entre los efectos de los medios sociales y el contexto cultural no democrático han aportado muchos puntos de vista nuevos que permiten seguir investigando en este campo. Esta comprensión sobre los resultados obtenidos de las nuevas tecnologías de la comunicación sobre los comportamientos organizativos en las naciones en desarrollo es de gran relevancia por su impacto en los resultados organizativos

Effects of social media on organizational behavior in non-democratic countries

Many researchers (e.g., Johns, 2014; Parveen, Jaafar & Ainin, 2014; Razmerita, Kirchner & Nabeth, 2014) have suggested the use of social media in companies has several and different positive effects on the behaviors of managers and employees however, the majority of these studies has focused their attention on national and international companies hold in developed countries where the democracy is part of the national culture of their citizens (Mossberger, Wu & Crawford, 2013; Reilly & Hynan, 2014). But what happens when social media is introduced in companies where the national culture doesn’t have embedded the democracy principles? From a theoretical perspective, this study developed a framework based on the current literature in order to suggest several proposals about how the use of social media in this kind of companies affects on some organizational behaviors. Some of these effects on organizational behaviors are the changing in the way how managers lead their employees (Korzynski, 2013; Cho, Hwang & Lee, 2012), the new processes to take decisions that managers and employees use (Diga & Kelleher, 2009; Sigalaa & Chalkitib, 2014) and the ways how employees communicate among them and with managers (Huang, Baptista & Galliers, 2013; Kooa, Watia & Jungb, 2011). The results of this study allow to establish a framework and starting point to research on the effects of social media on organizational behaviors and consequently on the ways how these companies compete in their own countries and in international contexts

Effects of social media on organizational behavior in non-democratic countries

Many researchers (e.g., Johns, 2014; Parveen, Jaafar & Ainin, 2014; Razmerita, Kirchner & Nabeth, 2014) have suggested the use of social media in companies has several and different positive effects on the behaviors of managers and employees however, the majority of these studies has focused their attention on national and international companies hold in developed countries where the democracy is part of the national culture of their citizens (Mossberger, Wu & Crawford, 2013; Reilly & Hynan, 2014). But what happens when social media is introduced in companies where the national culture doesn’t have embedded the democracy principles? From a theoretical perspective, this study developed a framework based on the current literature in order to suggest several proposals about how the use of social media in this kind of companies affects on some organizational behaviors. Some of these effects on organizational behaviors are the changing in the way how managers lead their employees (Korzynski, 2013; Cho, Hwang & Lee, 2012), the new processes to take decisions that managers and employees use (Diga & Kelleher, 2009; Sigalaa & Chalkitib, 2014) and the ways how employees communicate among them and with managers (Huang, Baptista & Galliers, 2013; Kooa, Watia & Jungb, 2011). The results of this study allow to establish a framework and starting point to research on the effects of social media on organizational behaviors and consequently on the ways how these companies compete in their own countries and in international contexts

How does social media affect the behaviours of managers and employees in non-democratic countries?

The majority of social media studies have focused their attention on national and international companies in developed countries where democracy is part of the national culture of their citizens. The purpose of this research is to understand how social media usage effects organisational behaviour and culture in non-democratic countries. From a qualitative framework based on the current literature and Hofstede cultural analysis, we developed semi-structured interviews with one CEO and five middle managers from an international company in Iran in order to suggest several ways on how the use of social media within this type of company affects organisational behaviour. The results indicate that organisational culture is influenced by culture in non-democratic countries. The use of social media also has a positive impact on transformational leadership, collaboration, knowledge sharing and team-work but negatively on transparency which increases organisational stress.Peer Reviewe