Understanding Social Business



“Social business” refers to the utilization of online social channels to conduct business. This chapter situates the notion of social business in the relevant macro trends in technology, business, and society and discusses the three critical aspects of social business: social business engagement, social media analytics, and social media management. Social media engagement concerns the organization’s strategic use of social media channels to interact with its internal and external stakeholders for purposes ranging from knowledge management to corporate social responsibility and marketing. Social media analytics refers to the collection, storage, analysis, and reporting of social data emanating from the social media engagement of and social media conversations about the organization. Social media management focusses on the operational issues, managerial challenges, and comparative advantages with respect to the emerging paradigm of social business. This chapter concludes with a proposal for a large-scale collaborative research project on socially connected organizations and articulates a set of research questions, anticipated scientific advancements, and societal benefits.


Corporate Social Responsibility Social Media Social Data Civil Society Actor Digital Artefact 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.



Thanks to Bonnie Nardi, Anne Vestergaard Jørgensen, Daniel Hardt, Matthias Trier, Asle Fagerstrøm, and Ulf-Dietrich Reips for comments and edits on the Socially Connected Organizations research grant proposal submitted recently to the Danish Strategic Research Council. This chapter is supported by the “First International Workshop on Social Media Analytics (IWSMA 2012)” grant to the author under the 3rd International Networking Programme of the Danish Agency for Science, Technology and Innovation. Any opinions, findings, interpretations, conclusions, or recommendations expressed in this chapter are those of its author and do not represent the views of the Danish Agency for Science, Technology and Innovation.


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Copyright information

© Springer India 2013

Authors and Affiliations

  1. 1.Computational Social Science Laboratory (CSSL), Department of IT ManagementCopenhagen Business SchoolCopenhagenDenmark

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