新媒体社交媒体营销外文翻译文献

文献信息：

文献标题：Elements of strategic social media marketing: A holisticframework（战略性社交媒体营销要素：整体框架）

国外作者：Reto Felix, Philipp A. Rauschnabel, Chris Hinsch 文献出处：《Journal of Business Research》,2017,70:118-126 字数统计：英文2632单词，15772字符；中文5082汉字

外文文献：

Elements of strategic social media marketing:

A holisticframework

AbstractSocial media marketing is an integral element of 21st-century business. However, the literature on social media marketing remains fragmented and is focused on isolated issues, such as tactics for effective communication. The current research applies a qualitative, theory-building approach to develop a strategic framework that articulates four generic dimensions of strategic social media marketing. Social media marketing scope represents a range from defenders to explorers, social media marketing culture includes the poles of conservatism and modernism, social media marketing structures fall between hierarchies and networks, and social media marketing governance ranges from autocracy to anarchy. By providing a comprehensive conceptualization and definition of strategic social media marketing, this research proposes an integrative framework that expands beyond extant marketing theory. Furthermore, managers can apply the framework to position their organizations on these four dimensions in a manner consistent with their overall corporate mission and objectives.

Key Words: Strategic social media marketing; Holistic framework; New media; Definition of social media marketing; Social media strategy; Digital marketing

1.Introduction

Understanding the role of social media in the context of marketing is critical for both researchers and managers (e.g. Fong & Burton, 2008; Kumar, Bezawada, Rishika, Janakiraman, & Kannan, 2016; Schultz & Peltier, 2013). Most existing studies focus on particular issues, such as purchase behavior (Chang, Yu, & Lu, 2015; Kumar et al., 2016; Relling, Schnittka, Sattler, & Johnen, 2016), customer relationship management (Trainor, Andzulis, Rapp, & Agnihotri, 2014), brand management (Asmussen, Harridge-March, Occhiocupo, & Farquhar, 2013), innovation management (Gebauer, Füller, & Pezzei, 2013), and employee recruitment (Sivertzen, Nilsen, & Olafsen, 2013). While these studies detail advancements in specialized areas of social media knowledge in a marketing and management context, extant literature does not provide a holistic framework for social media marketing at the strategic level. This deficiency is surprising because both academics (Labrecque, vor dem Esche, Mathwick, Novak, & Hofacker, 2013; Schultz & Peltier, 2013; Yadav & Pavlou, 2014) and practitioners (Divol, Edelman, & Sarrazin, 2012) acknowledge new complexities accompanying these media and agree that research into social media marketing needs to bereconceptualized.In a nutshell,strategic social mediamarketing remains an untested user interaction paradigm (Naylor, Lamberton, & West, 2012) with little published academic research.

The current article aims to address this theoretically and managerially important research gap by exploring the following two research questions: How is strategic social media marketing defined and conceptualized? and What factors demand consideration when constructing an organization's social media marketing strategy? Specifically, this research attempts to define the continua on which critical strategic social media marketing decisions lie and to integrate them into a holistic framework.

2.Methodology

The study employed a two-stage research design. The first stage consisted of in-depth interviews (Fontana & Frey, 1998) with seven European social media marketing experts who possess both national and international experience in social

media marketing. Following a purposive sampling strategy (Lincoln & Guba, 1985), experts were recruited according to their job position, experience, and direct exposure to social media marketing practices in real industry settings. Seeking depth rather than breadth, the sample size in stage 1 was commensurate with the qualitative research paradigm in which relatively small sample sizes are used to generate information-rich data (Patton, 1990). All informants agreed to audiotape the interviews (between 25 and 60 min), which resulted in 117 pages of double-spaced, verbatim transcripts.

The second stage of the data collection procedure consisted of a qualitative survey of social media marketing experts (Miles & Huberman, 1994). The survey data were used not for confirmation but as a new and independent qualitative data source with a focus on triangulating the information obtained through the depth interviews and online surveys (Jack & Raturi, 2006). Respondents came from a list of 265 social media marketing experts identified through managerially focused magazines, through interviews in business magazines, or because they were mentioned as knowledgeable and experienced experts in personal communication. E-mail requests were sent to all experts along with two reminders, which resulted in 50 returned surveys (response rate = 18.9%). Seven data sets were eliminated because of incomplete answers or because social media marketing plays a minor role in the respondents' daily work. The final sample consisted of 43 respondents (age: m = 37; SD = 9 years; 74% male; 88% European) with various backgrounds in their position and/or industry.

Table 1 Summary of stage 2 informants

Company size(employees) < 50 50–99 100–499 500–999 1000–4999 5000–10,000 >10,000 Social media marketing experience (in years) Average: 1–2

14 (32.6%) 5 (11.6%) 3 (7.0%) 8 (18.6%) 6 (14.0%) 3 (7.0%) 4 (9.3%) 6.4 years 5 (11.6%) 3–5 6–8 9 and more Percentage of working time associated with social media Average: <20% 20–39 40–59 60–79 80–100 n/a Age (in years) Average: < 30 30–39 40–49 50–59 Self-reported experience in… Social Media Social Media Marketing Marketing Customer Management Advertising Communications/Public Relations a19 (44.2%) 12 (27.9%) 7 (16.3%) 52.8% 7 (16.3%) 10 (23.3%) 6 (14.0%) 3 (7%) 15 (34.9%) 2 (4.7%) 37 9 (20.9%) 19 (44.2%) 10 (23.3%) 5 (11.6%) Meansa 6.2 5.9 5.7 4.7 5.2 5.6 How much experience do you have in the following areas? (1 = no experience at

all; 7 = highly experienced)

Respondents were asked to (1) define social media marketing, (2) discuss self-selected best and worst practice examples of social media marketing, (3) discuss success factors and success metrics, and (4) describe their ideal implementation of social media marketing in a self-selected organization. The survey employed common design techniques (Smyth, Dillman, Christian, & Mcbride, 2009), such as adding large answer fields and asking respondents to be as specific as possible, to increase respondents' motivation to provide detail.

3.Findings

Fig. 1 shows the strategic social media marketing framework with its four central dimensions.

Fig. 1. Strategic social media marketing framework.

First, social media marketing scope addresses the question whether companies use social media marketing predominantly for communication with one or a few stakeholders or comprehensively (both externally and internally) as a genuine tool for collaboration. Defenders use social media marketing primarily as a one-way communication tool to entertain consumers or to inform stakeholders, rather than integrating employees or community groups. Conversely, explorers are interested in an authentic social media marketing collaboration based on reciprocal interactions with many different stakeholders such as clients, employees, suppliers, and government agents.

Second, social media marketing culture distinguishes between conservatism, which is represented by an encapsulated, traditional, mass advertising approach to social media marketing, and modernism, which is characterized by a more permeable,

open, and flexible social media marketing culture.

Third, social media marketing structure addresses the organization and departmentalization of the social media marketing assignment in the firm. Hierarchies stand for a centralized approach with a clearly defined social media marketing assignee. Networks represent an organizational structure in which all employees are responsible for social media marketing, and thus a dedicated social media marketing director is no longer necessary.

Fourth, social media marketing governance refers to how the company establishes rules and guidelines and how social media marketing responsibilities are controlled in the company. The extreme position of autocracy describes a situation with precise regulations on who in the company is allowed to interact on social media platforms. Conversely, anarchy represents a situation without any such rules or guidelines.

The current research focuses on the extremes of each continuum, but, in general, firms likely choose (intentionally or unintentionally) a position somewhere between the poles on each dimension. For example, companies need to find a position on social media marketing governance that neither regulates everything employees are allowed to say nor leaves them without any guidance on which to base their responsibilities or behaviors. Fig. 1 also suggests that decisions on social media marketing should indeed be guided by the firm's internal influencers (e.g., general vision, mission, corporate goals, corporate culture, available resources), which in turn should be in line with external influencers (e.g., communities, competition, government regulation).

4.Discussion and implications

This research addresses the absence of a holistic framework for strategic social media marketing. A review of the marketing literature reveals several approaches regarding aspects of strategic marketing such as customer relationship management (e.g., Payne & Frow, 2005) or marketing organization (Workman, Homburg, & Gruner, 1998). However, few articles address the strategic marketing of social media,

and none put forth a holistic social media marketing framework.

While extant research related to social media marketing investigates social media mostly through the lens of a particular marketing problem (e.g. Fong & Burton, 2008; Kim & Ko, 2012; Kumar et al., 2016) or witha focus on customers and communication (e.g., Chang et al., 2015), the findings of this study reveal four general social media marketing dimensions that firms should address when conceptualizing or managing their strategic social media marketing approach. As the findings indicate, these dimensions are interdependent, and companies should strive to position themselves on the four dimensions in an integrated way, rather than treating them as isolated, independent decisions.

4.1.A new definition of social media marketing

This research suggests a new definition of social media marketing: Social media marketing is an interdisciplinary and cross-functional concept that uses social media (often in combination with other communications channels) to achieve organizational goals by creating value for stakeholders. On a strategic level, social media marketing covers an organization's decisions about social media marketing scope (ranging from defenders to explorers), culture (ranging from conservatism to modernism), structure (ranging from hierarchies to networks), and governance (ranging from autocracy to anarchy).

4.2.Implications for social media marketing scope

Social media marketing provides firms with an opportunity to use social media to build relationships with customers, employees, communities, and other stakeholders (i.e., when they act as explorers). At the same time, firms may choose to view social media as simply another communications channel through which they can push information to customers (i.e., when they act as defenders). Though potentially creating value for customers, the defender approach does not take advantage of the opportunities for building real relationships within the network of customers, employees, interest groups, the government, and other stakeholders, as propagated by modern relationship marketing (Payne & Frow, 2005). However, the explorer approach may require firms to redefine the role of different stakeholders in the

organization.

4.3.Implications for social media marketing culture

Management and organizational behavior researchers (Zheng et al., 2010) as well as marketing academics and practitioners (Deshpandé & Farley, 2004) recognize the importance of culture and organizational climate for financial and non-financial firm performance. The current research emphasizes the importance of culture for social media marketing. Companies engaging in social media marketing must acknowledge that stakeholders can take control of and manipulate social media content (Labrecque et al., 2013). Thus, companies should contemplate the trade-offs between an encapsulated social media marketing culture (conservatism), which provides more control of important brand constructs, and consumers' desire to connect and engage with firms displaying a more progressive, permeable culture (i.e., modernism).

4.4.Implications for social media marketing structure

Extant marketing research investigates how the elements of marketing should be organized according to a firm's structural characteristics, such as formalization, centralization, and specialization (e.g., Olson, Slater, & Hult, 2005). Consequently, social media marketing structure focuses on responsibilities and organizational hierarchies employed to configure social media marketing. Whereas social media marketing governance pertains to who can or should say what in social media, social media marketing structure focuses on who has the responsibility to post and interact in these media. As the informants emphasized, firms should integrate social media marketing in a way that fits with their overarching strategies. The informants identified different sets of benefits that can emerge from either a hierarchical or a networked structure. However, they recommended that specific decisions about who has the responsibility to interact online with customers, activists, and pundits should be formally discussed in the organization.

4.5.Implications for social media marketing governance

Research on governance usually investigates the structures, rights, and responsibilities among different employees in organizations (Freeman & Reed, 1983). Information technology (IT) governance, as a sub-discipline of corporate governance,

focuses on specifying which individuals have the responsibility for making decisions on the use of IT (Brown & Grant, 2005). Whereas IT governance traditionally focuses on the use of IT for work-related purposes, social media can potentially be used by any employee in either official (company-granted access) or unofficial (personal account access) capacities. Therefore, the applicability of IT governance research is of limited use when extended to social media marketing. Some companies have developed the idea of educating employees about the personal and firm-related consequences of “undesirable” social media use through social media marketing guidelines (Linke & Zerfass, 2013). However, building social media guidelines and governance into a holistic framework for social media marketing is novel. The role of employees in promoting brands in other contexts (and thus increasing firm value) is well represented in the academic literature (Morhart, Herzog, & Tomczak, 2009). Weber Shandwick's (2014) recent study reveals an emerging movement termed “employee activism” in which one-third of the surveyed respondents were social media activists who defended their employers and advocated for the firm online. Employees may be better able to understand the needs of consumers and products that can meet those needs, and they can effectively advocate and promote the firm online. These technologies have allowed virtually all employees to champion the firm. For example, the fashion retailer Nordstrom has policies to provide employees with knowledge, direction, and expectations. This application of social media marketing governance can increase the overall social media marketing success of the firm (Nordstrom, 2015; Ross, Beath, & Sebastian, 2015).

5.Limitations and future research

Several limitations to the current study suggest potentially fruitful avenues for future research. First, the qualitative approach reveals four dimensions of strategic social media marketing and identifies the extreme points of each dimension. However, future research could use quantitative approaches to identify the impact of different positions on each of these dimensions. Research could also investigate the influence of each dimension on firm or social media marketing performance. For example,

studies could try to isolate the effect of each dimension on outcome variables such as consumer–brand engagement (Schultz & Peltier, 2013) or, more specifically, new media brand engagement (Hennig-Thurau et al., 2010). A second limitation is the over-representation of European (especially German) informants in the analyses. Prior research discusses cross-cultural differences in consumers' use of social media (Bernoff & Li, 2008; World Newsmedia Network, 2015). Furthermore, extant research advocates for the adaptation of social media content to the targeted culture based on differing consumer profiles (Tsai & Men, 2012). Thus, caution should be taken in extrapolating the framework to other cultural contexts. Future research might determine whether aspects of cultural or economic context add dimensions to the proposed framework or whether they simply require different approaches regarding the four dimensions.

Future research should also investigate how other characteristics, such as culture, the type of firm (e.g., B2B vs. B2C), the industry (e.g., financial services vs. advertising agency), company size, or available resources, influence a firm's “ideal position” on each of the dimensions of strategic social media marketing. Finally, future research could investigate the role of regulatory or self-regulatory bodies (e.g., Word of Mouth Marketing Association) on social media marketing governance and how firms can create value and form core competencies by superseding these requirements.

6.Conclusion

This study sheds light on the complex nature of strategic social media marketing. Social media marketing, in practice, is too complex to be managed and executed exclusively by a single individual or even department. Cross-functional collaborations along the four dimensions of social media marketing are necessary to successfully navigate in this dynamic arena.

中文译文：

战略性社交媒体营销要素：整体框架

摘要社交媒体营销是21世纪商业的一个组成部分。然而，关于社交媒体营销的文献仍然是零散的，主要集中在单个问题上，如有效沟通的策略。目前的研究采用了定性理论建构的方法来制定一个战略框架，阐述了战略性社交媒体营销的四个一般维度。社交媒体营销范围涵盖了从保守派到激进派，社交媒体营销文化包括保守主义和现代主义的两极，社交媒体营销结构介于层次结构和网状结构之间，社交媒体营销治理从专制到无秩序状态。通过对战略性社交媒体营销的全面概念化和定义，本研究提出了一个超越现有营销理论的整体框架。此外，管理人员可以应用该框架，按照其整体的企业使命和目标，将他们的组织定位在这四个维度上。

关键词：战略性社交媒体营销；整体框架；新媒体；社交媒体营销的定义；社交媒体策略；数字营销

1.引言

了解社交媒体在市场营销方面的作用，对于研究人员和管理者至关重要（例如方和伯顿，2008；库马尔，Bezawada，Rishika，Janakiraman和卡纳安，2016；舒尔茨和佩尔蒂埃，2013）。大多数现有研究主要集中于特定的问题，例如购买行为（常，于和路，2015；库马尔等人，2016；雷林，Schnittka，萨特勒和约嫩，2016），客户关系管理（特雷纳，Andzulis，拉普和Agnihotri，2014），品牌管理（阿斯姆森，Harridge-March，Occhiocupo和法夸尔，2013），创新管理（Gebauer，Füller和Pezzei，2013）和员工招聘（西韦特森，尼尔森和Olafsen，2013）。虽然这些研究详细介绍了营销和管理背景下的社交媒体知识专业领域的进步，但现有文献并没有为战略层面的社交媒体营销提供整体框架。这一缺陷令人惊讶，因为学术界（拉布雷克，vor dem Esche，Mathwick，诺瓦克和霍法克，2013；舒尔茨和佩尔蒂埃，2013；亚达夫和帕夫洛，2014）和从业人员（Divol，埃德尔曼和萨拉赞，2012）认识到新的复杂性伴随这些媒体，并对社交媒体营销的研究需要重新认识。简而言之，战略性社交媒体营销仍然是缺乏学术研究的未经测试的用户的互动方式（内勒，兰伯顿和韦斯特，2012）。

本文旨在通过探索以下两个研究问题，来解决这一理论和管理上的重要的研究空白：战略性社交媒体营销如何定义和概念化？在构建组织的社交媒体营销策略时，需要考虑哪些因素？具体来说，这项研究试图界定关键战略性社交媒体营销决策的连续性，并将它们集成到一个整体框架中。

2.方法

该研究采用了两阶段研究设计。第一阶段包括深入采访七名欧洲社交媒体营销专家，他们在社交媒体营销方面拥有丰富的国内外经验（丰塔纳和和弗雷，1998）。按照立意抽样策略（林肯和古巴，1985），根据职业岗位、经验和直接接触实际行业环境中的社交媒体营销时间，招募了专家。寻求深度，而不是广度，第1阶段的样本量与定性研究范式相适应，相对较小的样本量被用来生成信息丰富的数据（巴顿，1990）。所有参与者都同意录音采访（25至60分钟），产生了117页双倍行距的逐字抄本。

数据收集程序的第二阶段包括对社交媒体营销专家的定性调查（迈尔斯和胡伯曼，1994）。调查数据不是用于确认，而是作为一个新的和独立的定性数据来源，重点是通过深度访谈和在线调查获得的信息来进行三角测量（杰克和热图锐，2006）。受访者来自管理重点杂志确定的265名社交媒体营销专家的名单，通过商业杂志的采访，或者因为他们被称为知识渊博和经验丰富的个人沟通专家。电子邮件请求连同两个提醒一起发送给所有专家，这产生了50份调查反馈（回复率=18.9％）。由于不完整的答案或社交媒体营销在受访者的日常工作中扮演次要角色，七个数据集被取消。最终样本包括43名受访者（年龄：平均值=37岁；标准差=9岁；男性74％；欧洲88％），其职位和/或行业具有各种不同的背景。

表1 第2阶段受访者汇总表

公司规模（员工） < 50 50–99 100–499 500–999 1000–4999 5000–10,000 >10,000

14 (32.6%) 5 (11.6%) 3 (7.0%) 8 (18.6%) 6 (14.0%) 3 (7.0%) 4 (9.3%) 社交媒体营销经验（年） 平均： 1–2 3–5 6–8 9及以上 从事社交媒体相关的工作时间百分比 平均： <20% 20–39 40–59 60–79 80–100 n/a 年龄 (岁) 平均： < 30 30–39 40–49 50–59 自我报告的经验?? 社交媒体 社交媒体营销 营销 客户管理 广告 通信/公共关系 a 6.4年 5 (11.6%) 19 (44.2%) 12 (27.9%) 7 (16.3%) 52.8% 7 (16.3%) 10 (23.3%) 6 (14.0%) 3 (7%) 15 (34.9%) 2 (4.7%) 37 9 (20.9%) 19 (44.2%) 10 (23.3%) 5 (11.6%) 结果a 6.2 5.9 5.7 4.7 5.2 5.6 你在以下几个方面有多少经验？（1=根本没有经验；7=经验丰富）。 受访者被要求（1）定义社交媒体营销，（2）讨论自主选择的社交媒体营销的最佳和最差的实践示例，（3）讨论成功因素和成功指标，（4）描述他们在自主选择的组织中理想的社交媒体营销的实施。调查采用了常见的设计技术（史密斯，迪尔曼，克里斯琴和迈克布莱德，2009），例如，增大应答区域，要求受访者尽可能地回答具体，以增强受访者提供细节的意愿。

3.结果

图1显示了战略性社交媒体营销框架及其四个中心维度。

图1.战略性社交媒体营销框架

首先，社交媒体营销范围解决了这个问题，即企业是否将社交媒体营销作为一种真正的协作工具，主要是与一个或几个利益相关者或全部（外部和内部）进行沟通。保守派主要使用社交媒体营销作为一个单向的沟通工具，以娱乐消费者或通知利益相关者，而不是整合员工或社区团体。相反，激进派感兴趣的是基于与如客户、雇员、供应商和政府代理人等许多不同的利益相关者的互惠互动而建立的真正的社交媒体营销协作。

第二，社交媒体营销文化区分了保守主义和现代主义，保守主义的社交媒体营销文化的特征是封闭的、传统的、大众化的广告方式，而现代主义的社交媒体营销文化的特征是更具渗透性、开放性和灵活性。

第三，社交媒体营销结构涉及到企业社交媒体营销任务的组织和部门。层次结构是指具有明确定义的社交媒体营销受让人的集中式方法的结构。网络结构是指所有员工都对社交媒体营销负责的组织结构，因此不再需要一个专门的社交媒体营销主管。

第四，社交媒体营销治理是指公司如何制定规则和指导方针，以及如何在公

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