{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,6,10]],"date-time":"2026-06-10T07:18:52Z","timestamp":1781075932882,"version":"3.54.1"},"reference-count":57,"publisher":"Emerald","issue":"4","license":[{"start":{"date-parts":[[2024,5,24]],"date-time":"2024-05-24T00:00:00Z","timestamp":1716508800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["ITP"],"published-print":{"date-parts":[[2025,5,19]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title><jats:p>Enterprise social networks (ESN) that enable faster communications and knowledge sharing at work are an integral part of many workplaces. Although the affordances potency and actualization constructs identify work context as important, few studies to date have teased out how the interactions between ESN\u2019s affordances, users\u2019 goals and the work context drive affordances actualization.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title><jats:p>This research is a case study of a technology multinational that made the ESN Chatter mandatory for all internal communications. We conducted a thematic analysis of 40\u00a0h of non-participatory observation, 15 in-depth interviews and eight informal conversations with employees.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Findings<\/jats:title><jats:p>There was considerable variation in how employees across different functional roles perceived affordances\u2019 potencies, leading to differences in the nature and intensity of actualization: while sales and project managers embraced Chatter, technical support participants mostly resisted it; visibility was the central affordance for sales and human resources, but persistence was more important for project managers and association for technical support and billing. An organizational culture of accountability, urgency and efficiency interacted with Chatter\u2019s affordances in a mutually reinforcing way, strengthening accountability and accelerating processes. Collaboration was enhanced but in a mostly coercive way. While sales participants' motivation was boosted, the mandated use of Chatter rendered tasks not inputted in Chatter invisible and created antagonism between departments.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Practical implications<\/jats:title><jats:p>Practitioners should not underestimate the influence of different work contexts and employees' goals when implementing an ESN. Since employees are concerned with managing their workload and how others perceive them, they may resist ESNs that they perceive as creating additional work and they may attempt to manage impressions at the expense of the work climate. Organizations looking to implement an ESN as their main communication tool would greatly benefit from establishing training programs and clear guidelines on positive communication practices across functional roles such as sales and technical support, and between peers.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title><jats:p>Our study is one of the first to shed light on the role of the work context, i.e. functional role and organizational culture, in explaining the intensity and specificity of affordance actualization across an organization.<\/jats:p><\/jats:sec>","DOI":"10.1108\/itp-05-2023-0411","type":"journal-article","created":{"date-parts":[[2024,5,24]],"date-time":"2024-05-24T04:19:10Z","timestamp":1716524350000},"page":"1969-1990","source":"Crossref","is-referenced-by-count":4,"title":["Enterprise social networks and\u00a0the\u00a0work context: a case study\u00a0of mandated use"],"prefix":"10.1108","volume":"38","author":[{"ORCID":"https:\/\/orcid.org\/0000-0003-2315-5091","authenticated-orcid":false,"given":"Ariane","family":"Ollier-Malaterre","sequence":"first","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"given":"Marianne","family":"Redston","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"140","published-online":{"date-parts":[[2024,5,24]]},"reference":[{"key":"key2025051605565681200_ref001","article-title":"Adapt or perish: enterprise social networks and innovation during covid-19 pandemic","volume":"15","year":"2020","journal-title":"ICIS 2020 TREOs"},{"issue":"2","key":"key2025051605565681200_ref002","doi-asserted-by":"publisher","first-page":"100","DOI":"10.1016\/j.infoandorg.2017.03.002","article-title":"Affordance potency: explaining the actualization of technology affordances","volume":"27","year":"2017","journal-title":"Information and Organization"},{"key":"key2025051605565681200_ref003","volume-title":"Bass and Stogdill's Handbook of Leadership: Theory, Research, and Managerial Applications","year":"1990","edition":"3rd ed."},{"issue":"1","key":"key2025051605565681200_ref004","doi-asserted-by":"publisher","first-page":"82","DOI":"10.5465\/amr.1999.1580442","article-title":"Citizenship and impression management: good soldiers or good actors?","volume":"24","year":"1999","journal-title":"Academy of Management Review"},{"issue":"3","key":"key2025051605565681200_ref005","doi-asserted-by":"publisher","first-page":"323","DOI":"10.1177\/00113921070760","article-title":"Visibility: a category for the social sciences","volume":"55","year":"2007","journal-title":"Current Sociology"},{"issue":"2","key":"key2025051605565681200_ref006","doi-asserted-by":"publisher","first-page":"610","DOI":"10.1080\/07421222.2018.1451960","article-title":"The rise of the promoters: user classes and contribution patterns in enterprise social media","volume":"35","year":"2018","journal-title":"Journal of Management Information Systems"},{"issue":"3","key":"key2025051605565681200_ref007","doi-asserted-by":"publisher","first-page":"680","DOI":"10.1108\/INTR-03-2020-0159","article-title":"Internal or external social media? 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