Purpose Enterprise social networking (ESN) represents an emerging human resource (HR) technology tool designed to enhance employee communication, knowledge sharing and collaboration within organizations. Despite its potential as a strategic HR innovation, research indicates that ESN adoption often fails due to inadequate organizational support (OS). This research explores the critical types of OS that enable ESN to become an effective HR technology platform. Grounded in social exchange theory (SET), this study examines how reciprocal exchanges between organizations and employees shape ESN success. OS is conceptualized as a strategic resource that, when provided effectively, motivates employees to reciprocate through active ESN engagement and utilization. Design/methodology/approach This study employed triangulated qualitative methods combining semi-structured interviews (n = 26) and document analysis across both cross-sectional and longitudinal designs. A novel, confidential, 2-year organizational document containing 157 firsthand employee comments provided rich longitudinal insights into employees' evolving ESN experiences. Findings Key OS factors emerged as critical for ESN success: responsiveness to ESN employee inquiries, provision of meaningful feedback, recognition and rewards for ESN contributions and demonstration of tangible organizational outcomes resulting from ESN use. These support mechanisms directly influence the reciprocity process within ESN. Practical implications This research provides actionable insights for HR professionals, organizational leaders and consultants implementing or revitalizing ESN platforms. ESN cannot be treated as a “set-and-forget” technology; it requires continuous strategic HR support and management. Organizations must develop comprehensive support strategies that address employees' workplace-specific needs within ESN to maximize return on their HR technology investment. Social implications Unlike other workplace technologies, ESN is a social application that relies heavily on employees' voluntary social interactions. For example, technological studies have associated the term “user” with engagement, but the “employee” is more than just a “user.” ESN is used in the “workplace” by “employees,” which makes them more than just public users. Employees in ESN, unlike public users, have specific needs and expectations related to their workplace issues within ESN. Originality/value This research contributes theoretically by advancing SET within the ESN context, revealing how organizational support mechanisms facilitate or hinder reciprocity processes – often conceptualized as a “black box” in prior research. A key finding demonstrates that content filtration processes, which restrict user-generated content (ESN'score functionality), negatively disrupt reciprocity and employee engagement. Methodologically, the study's triangulated approach combining longitudinal and cross-sectional qualitative data, supplemented by previously untapped confidential organizational documentation, provides unprecedented depth in understanding employees' cumulative ESN experiences. These findings offer HR professionals evidence-based guidance for maximizing ESN's strategic value.
Mohamed Mohiya (Fri,) studied this question.