The Executive's Role in Social Business
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Berkman, R., Phillips, A., Palmer, D., & Kiron, D. (2013). The Executive's Role in Social Business (1st edition.). MIT Sloan Management Review.
Chicago / Turabian - Author Date Citation, 17th Edition (style guide)Robert, Berkman et al.. 2013. The Executive's Role in Social Business. MIT Sloan Management Review.
Chicago / Turabian - Humanities (Notes and Bibliography) Citation, 17th Edition (style guide)Robert, Berkman et al.. The Executive's Role in Social Business MIT Sloan Management Review, 2013.
MLA Citation, 9th Edition (style guide)Berkman, Robert,, Anh Phillips, Doug Palmer, and David Kiron. The Executive's Role in Social Business 1st edition., MIT Sloan Management Review, 2013.
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Grouped Work ID | 2f05ca2f-dfba-84c8-f4d0-140114d00bb4-eng |
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Full title | executives role in social business |
Author | berkman robert |
Grouping Category | book |
Last Update | 2024-10-04 13:10:14PM |
Last Indexed | 2024-10-05 03:29:23AM |
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Image Source | default |
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First Loaded | Sep 29, 2024 |
Last Used | Sep 30, 2024 |
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First Detected | Jul 29, 2024 04:05:30 PM |
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Last File Modification Time | Oct 04, 2024 01:27:36 PM |
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245 | 1 | 4 | |a The Executive's Role in Social Business|c Berkman, Robert. |
250 | |a 1st edition. | ||
264 | 1 | |b MIT Sloan Management Review,|c 2013. | |
300 | |a 1 online resource (7 p.) | ||
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520 | |a Social technologies are becoming more important to business, according to a survey conducted by MIT Sloan Management Review and Deloitte. However, the adoption of social technologies often means changing the way people work, and that means executives need to invest time and effort in explaining the purpose and value of using the new tools, as well as providing the necessary financial and organizational supports to sustain these work flow changes over time. The authors' research is based on two surveys conducted in 2011 and 2012, as well as dozens of interviews with executives and social business thought leaders. The 2012 survey had more than 2,500 respondents from 25 industries and 99 countries. According to its findings, 52% of managers say their companies are at an early stage of developing social capabilities. For these managers, the top barriers to using social business are a lack of strategy, no business case and a lack of management understanding. The authors explain the importance of three types of senior leadership support for initiatives that rely on social technologies: (1) support for these initiatives over time, not just when they are launched, (2) executives' own use of social technologies as a signal of their importance, and (3) a pragmatic attitude about what to measure and when to measure results from these initiatives. As marketers capitalize on social tools, the relationship between CMOs and CIOs can change, and some organizations are hiring chief digital officers, the authors note. They observe that successful social business initiatives can produce changes in the way executives work together. | ||
542 | |f Copyright © 2013 MIT Sloan Management Review|g 2013 | ||
550 | |a Made available through: Safari, an O'Reilly Media Company. | ||
650 | 0 | |a Social media.|0 http://id.loc.gov/authorities/subjects/sh2006007023 | |
650 | 2 | |a Social Media | |
700 | 1 | |a Phillips, Anh,|e author. | |
700 | 1 | |a Palmer, Doug,|e author.|0 (uri) http://id.loc.gov/authorities/names/n80077383|0 (uri) http://viaf.org/viaf/sourceID/LC%7cn80077383 | |
700 | 1 | |a Kiron, David,|e author.|0 (uri) http://id.loc.gov/authorities/names/n96042960|0 (uri) http://viaf.org/viaf/sourceID/LC%7cn96042960 | |
710 | 2 | |a Safari, an O'Reilly Media Company. | |
856 | 4 | 0 | |u https://www.aclib.us/OReilly |