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Innovation Through Social Media: A Case Study From the Oil and Gas Industry

Innovation Through Social Media: A Case Study From the Oil and Gas Industry

Andrew B. Nobbay
Copyright: © 2022 |Pages: 23
ISBN13: 9781799877127|ISBN10: 1799877124|ISBN13 Softcover: 9781799877134|EISBN13: 9781799877141
DOI: 10.4018/978-1-7998-7712-7.ch011
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MLA

Nobbay, Andrew B. "Innovation Through Social Media: A Case Study From the Oil and Gas Industry." Handbook of Research on Digital Transformation, Industry Use Cases, and the Impact of Disruptive Technologies, edited by Martin George Wynn, IGI Global, 2022, pp. 182-204. https://doi.org/10.4018/978-1-7998-7712-7.ch011

APA

Nobbay, A. B. (2022). Innovation Through Social Media: A Case Study From the Oil and Gas Industry. In M. Wynn (Ed.), Handbook of Research on Digital Transformation, Industry Use Cases, and the Impact of Disruptive Technologies (pp. 182-204). IGI Global. https://doi.org/10.4018/978-1-7998-7712-7.ch011

Chicago

Nobbay, Andrew B. "Innovation Through Social Media: A Case Study From the Oil and Gas Industry." In Handbook of Research on Digital Transformation, Industry Use Cases, and the Impact of Disruptive Technologies, edited by Martin George Wynn, 182-204. Hershey, PA: IGI Global, 2022. https://doi.org/10.4018/978-1-7998-7712-7.ch011

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Abstract

This chapter explores the potential of work-oriented social media (WOSM) platforms for generating innovative ideas. A case study of a single WOSM platform, focused on innovation, is analysed from the perspective of features influencing adoption. The features are examined using the unified theory of acceptance and use of technology (UTAUT) framework. Primary research was conducted through a study on the use of a WOSM platform called Brightidea to promote crowdsourced innovation. The work included investigation of features that influenced adoption and usage of the platform. Additionally, the potential for domain-crossing innovation was explored through data analysis of ideas on the platform. The study was built on data collected from a survey of employees of Kerpoc (a pseudonym), a large company in the oil and gas (O&G) sector, and interviews with Kerpoc staff. The chapter concludes that although the business value of the platform may have been below expectations, its social media-like features were positively viewed by users and facilitated discipline crossing.

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