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How to improve employee Improving

employee
satisfaction and efficiency through satisfaction
and efficiency
different enterprise social
media use
Ma Liang, Zhang Xin and Ding Xiao Yan Received 12 October 2019
Revised 24 May 2020
Shandong University of Finance and Economics, Jinan, China, and 27 June 2020
Fei Jianxiang Accepted 28 June 2020

Qufu Normal University, Rizhao, China

Abstract
Purpose – While prior research provides interesting insights into the effect of social media use in enterprises,
there is limited research on how use of different social media platforms affects employee job satisfaction and
work efficiency. This study developed a research model to investigate how public and private social media
platforms used for different motivations affect employee job satisfaction and work efficiency.
Design/methodology/approach – Online surveys were conducted in China, generating 453 valid responses
for analysis. Structural equation modeling is performed to test the research model and hypotheses.
Findings – The results suggest that (1) public social media used for both work- and social-related motivations
positively affects employee job satisfaction, while private social media only used for social-related motivations
can contribute to employee job satisfaction. (2) Public and private social media used for work-related
motivations can contribute to employee work efficiency, while social-related motivations for use of public and
private social media and employee work efficiency are not significant. (3) In the process of social media usage
influencing employee job satisfaction and work efficiency, employees of different genders show significant
differences.
Originality/value – First, this paper contributes to information systems social media research by examining
the joint effects of different motivations for public and private social media usage on employee job satisfaction
and work efficiency in organizations. Second, it contributes to uses and gratification theory by clarifying the
relationship between different motivations for enterprise social media use and its needs.
Keywords Private social media usage, Enterprise social media usage, Work-related motivations, Social-
related motivations, Job satisfaction, Work efficiency
Paper type Research paper

1. Introduction
One of the most challenging issues confronting managers is how to improve employee job
satisfaction and work efficiency in an enterprise. According to the statistics, the average
employee is productive for only three hours a day [1]. In fact, employees waste 759 h each year
due to workplace distractions. It has been shown that a third of British employees are distracted
for up to three hours a day, with 10% of employees admitting to being productive for only
30 min each day [2]. Social media has been considered a significant source of distraction.
However, with the development of social media, some organizations have to use social media to
meet daily work needs, such as file transfers, notifications and daily communication (Archer-
Brown and Kietzmann, 2018; Osch and Steinfield, 2018). Due to the rich categories of social
media, motivations for use of different social media platforms are not the same. Therefore, how
can organizations avoid the negative effects of social media? Using social media to improve
employee work efficiency and satisfaction has become an important and urgent issue.
Journal of Enterprise Information
Management
This work is supported by National Social Science Foundation of China under project number © Emerald Publishing Limited
1741-0398
18BGL263. DOI 10.1108/JEIM-10-2019-0321
JEIM Enterprise social media can be divided into two categories. First, private social media
platforms WeChat, QQ and Weibo provide standard and reliable service at a low cost. Second,
enterprise social media platforms such as DingTalk, Yammer and Mingdao offer customized
and advanced services to fulfill the demands of companies (Alimam et al., 2017; Cai et al.,
2018). Over the past decade, considerable efforts have been made to the research of enterprise
social media in the information systems (IS) area (Leonardi et al., 2013; Huang et al., 2015; Osch
and Steinfield, 2016; Bulgurcu et al., 2018). Prior research shows that social media use in
organizations can contribute to internal knowledge management (Behringer et al., 2017; Kane,
2017), communication effectiveness (Korzynski, 2014), social network formation and cross-
boundary work (Osch and Steinfield, 2016), social interaction (Huan and Niu, 2018),
innovation (Lam et al., 2016; Papa et al., 2018), job satisfaction (Robertson and Kee, 2016;
Charoensukmongkol and Sasatanun, 2017), relationship satisfaction (Sheer and Rice, 2017),
promotion of job performance (Charoensukmongkol and Sasatanun, 2017), organizational
performance (Garcia-Morales et al., 2018) and firm performance (Nisar et al., 2019; Zubielqui
et al., 2019). Although social media have been studied in enterprises, limitations remain. First,
as Forsgren and Bystr€om (2018) stated, there are multiple social media in the workplace.
However, the motivations and priorities of private social media and enterprise social media
usage are different (Hu et al., 2017). It is critical to investigate the motivations for use of
different social media platforms and their impact among organizations (Odoom et al., 2017;
Schlagwein and Hu, 2017). Further, most studies separately tested the effect of private social
media in organizations (Zoonen and Rice, 2017; Zoonen et al., 2017; Zha et al., 2018), the effect
of enterprise social media among organizations (Li et al., 2015; Lu et al., 2015; Luo et al., 2015)
or studied social media use as a single dimension (Bulgurcu et al., 2018; Johannsen, 2018;
Leidner et al., 2018). Few scholars jointly examined the effects of different motivations for
private and enterprise social media usage in organizations and their outcomes. A clear
understanding of the motives for using different social media platforms has important
implications for whether different social media platforms should be used and how to focus on
using different social media platforms. Olanrewaju et al. (2020) also call for research on how
different social media platforms influence organizational innovation and performance via
their functions and characteristics. Second, most of the existing research examined the effect
of social media usage on job performance (Kuegler et al., 2015; Salehan et al., 2017) and
neglected discussion of how different motivations for social media platform use may have an
impact on employee work efficiency. Finally, most of the prior research treated employees as
a homogeneous entity (Fields and Blum, 1997; Krasnova et al., 2017), ignoring potential group
differences in different motivations for different social media platform usage and its impact
on work efficiency. Thus, this paper focuses on the following research questions:
(1) How does the interaction of the two types of social media (enterprise social media vs
private social media) and different purposes of usage (work-related vs social-related)
affect employees’ job satisfaction and work efficiency?
(2) Are there potential group differences in different motivations for different social
media platform usage and its impact on job satisfaction and work efficiency?
To narrow these research gaps, the present study drew on uses and gratification theory for
the first time to investigate how different motivations for social media platform usage affect
employee job satisfaction and work efficiency in the Chinese context. Thereafter, the model
was empirically tested using survey data. The results showed that private social media used
for both work- and social-related motivations can contribute to employee job satisfaction,
while enterprise social media used only for social-related motivations can contribute to
employee job satisfaction. Both private and enterprise social media used for work-related
motivations can contribute to employee work efficiency, while the effect of social-related use
of private and enterprise social media on employee work efficiency is not significant. This Improving
paper also finds that in the process of social media usage influencing employee job employee
satisfaction and work efficiency, employee gender leads to significant differences. Our
research provides both theoretical and practical contributions. First, this paper contributes to
satisfaction
IS social media research by examining the joint effects of different motivations for private and efficiency
and enterprise social media usage on employee job satisfaction and work efficiency in
organizations. Second, this paper contributes to uses and gratification theory by clarifying
the relationship between different motivations for enterprise social media use and its needs.
Third, this paper confirms that gender differences exist in the effects of social media usage
regarding employee job satisfaction and work efficiency. Finally, this paper provides
practical implications for how to use private and enterprise social media in a targeted and
focused way, how to improve employee job satisfaction and work efficiency and how to
distribute the work between male and female employees in enterprises.

2. Literature review
2.1 Social media usage in organizations
With the development of social media, more organizations increasingly rely on it to manage
daily tasks such as work and social activities. The use of social media in organizations also
aroused the interest of IS scholars (Alimam et al., 2017; Bulgurcu et al., 2018; Ma et al., 2018).
According to Leonardi et al. (2013), enterprise social media is defined as web-based platforms
that allow workers to (1) communicate messages with specific coworkers or broadcast
messages to everyone in the organization, (2) explicitly indicate or implicitly reveal particular
coworkers as communication partners, (3) post, edit and sort text and files linked to themselves
or others and (4) view the messages, connections, text and files communicated, posted, edited
and sorted by anyone else in the organization at any time of their choosing. Actually, clarifying
the classification of employees’ social media use behavior is the basis of this study on the use of
social media in enterprises. Only by clarifying the classification of social media use behavior
can this paper further explore the effect of social media use on employee behavior and
enterprise output and then provides references for enterprise decision-making. This paper
conducted a literature review of social media use in organizations (Table 1).
From the literature review, regarding the purpose and dimension of social media usage in
enterprises, most prior studies focused on enterprise social media use, personal social media
use or enterprise social software/websites/platform use. Some scholars studied enterprise
social media use from work-related social media use or social media used for work (Zoonen
et al., 2014a; Huang and Liu, 2017). Likewise, some scholars focused on non-work-related
social media use, social-related and work-related social media use and social media use within
and outside the organization (Luo et al., 2018; Kuegler et al., 2015). Finally, prior scholars
focused on social media use intensity and frequency (Moqbel and Kock, 2017; Bretschneider
and Parker, 2016). In particular, social media such as WeChat, Facebook and Twitter have
already been widely used for work, communication, knowledge sharing, brand promotion,
boosting productivity and innovation in the public and private sectors (Forsgren and
Bystr€om, 2018; Tajvidi and Karami, 2017). Nowadays, the performance and success of
today’s enterprises increasingly depend on the efficiency and quality of internal social
interaction platforms (Osch and Steinfield, 2018). Employees cannot work without social
media in both public and private sector, showing the significance of social media for
organizations. Without a doubt, prior scholars have made outstanding contributions to social
media literature. However, most scholars neglected to explore the different outcomes in the
use of social media platforms. The motivations and priorities of different social media
platforms are different (Hu et al., 2017). The misuse of social media can lead to interruptions,
JEIM Examples of how social media is used
Construct and context Reference

Enterprise social media (1) Work and communication in Leidner et al. (2018); Archer-Brown
use companies in China and Kietzmann (2018); Osch and
(2) Knowledge sharing in an Steinfield (2018); Bulgurcu et al.
international IT consultancy (2018); Cai et al. (2018); Alimam et al.
organization (2017); Oostervink et al. (2016);
(3) Cross-boundary interaction in a Patroni et al. (2016); Osch and
large Russian telecommunications Steinfield (2016); Gibbs et al. (2014);
company Kane (2015); Liu and Rau (2014);
(4) Boost productivity and innovation Leonardi et al. (2013); Treem and
in a global retailer Leonardi (2012); Fu et al. (2019)
Social media use (1) Knowledge sharing, creation and Papa et al. (2018); Serwaa et al. (2017);
innovation in different sectors in Zubielqui et al. (2019); Odoom et al.
Italian firms as well as a large (2017); Smith and Gallicano (2015);
financial services firm Bizzi (2020); Ahmad et al. (2018); Ainin
headquartered in the Midwestern et al. (2015); He and Wang (2016);
United States Sigala and Chalkiti (2015); Leonardi
(2) Bridging social capital and (2014); Roth et al. (2016); Huy and
subjective well-being among Shipilov (2012)
consumers in Ghana
(3) Innovation and performance in
firms in Tasmania, Australia
(4) Personal blogging and blogging
with coworkers in Canadian health-
care provider
(5) Widely adoption in small and
medium-sized enterprises in the
Middle East region and Malaysia
(6) Searching, storing, reading
information and sharing,
discussing, co-creating information
among Greek tourism professionals
Enterprise social (1) Factors affect enterprise social Antonius et al. (2015); Leonardi (2017);
software/websites software/websites/platforms use K€ugler et al. (2012); Drummond et al.
/platforms use (2) Enterprise social software/ (2017); K€
ugler et al. (2013); Sun et al.
websites/platforms used for (2019)
knowledge sharing, resource
mobilization
Enterprise social (1) Enterprise social network used for Hacker et al. (2017); Meske et al. (2019)
network use problem solving, ideas and work
discussion, events and updates, task
management and informal talk, and
within the context of a global
enterprise of the logistics and
courier industry
Social media technology (1) Social media technology is widely Garcia-Morales et al. (2018); Trainor
use used in technological firms located et al. (2014); Jarrahi and Eshraghi
in Spain (2019)
(2) Managing consulting firms and
firms across a broad spectrum of
Table 1. industries located in the United
Dimensions of social States
media use in
organizations (continued )
 Examples of how social media is used
Improving
Construct and context Reference employee
satisfaction
Internal social media use (1) Social media, such as Facebook and Tajudeen et al. (2018)
in organizations Twitter, are widely used for and efficiency
marketing, information search and
customer relations in Malaysia
Work-related (1) Social media is used by Chinese Xie et al. (2018)
information and college counselors and employees
communication from different companies in
technologies use different industries in China
Social media use for (1) Facebook used in companies and Robertson and Kee (2016);
work organizations in a metropolitan area Leftheriotis and Giannakos (2014)
in Southern California
Personal social media (1) Employees use social media, Zoonen and Rice (2017); Zoonen et al.
use for work Facebook, Twitter and LinkedIn for (2017); Zoonen et al. (2014a); Zoonen
work in three organizations in the et al. (2014b); Zoonen et al. (2016)
telecommunications and consulting
business
Social media use for (1) Social media tools is widely used for Jiang et al. (2016)
communication-related communication related work in the
work USA
Personal social media (1) Personnal social media is widely Brooks (2015)
use used among undergraduate
students in a large Western US
university
Work-related social (1) Employees use social networking Yang and Kim (2017)
networking use services for work-related purposes
in large organizations in South
Korea
Non-work-related social (1) Non-work-related use of social Ng et al. (2016)
media use media in the workplace
Non-work-related (1) Social media sites, such as Yammer Neeley and Leonardi (2018)
interaction on social and Jive, are used for non-work-
media related and work-related interaction
in American Financial and
GlobalMoves
Work and non-work (1) Enterprise blog use for work and Lu et al. (2015) ; Luo et al. (2018)
related enterprise social non-work related purposes in a
media use large telecommunications service
provider in China
Work-related and (1) The use of social media in the public Nduhura and Michael (2017)
personal use of social sector workplace in Rwanda
media
Social-related and work- (1) The intraorganizational microblog Sun and Shang (2014)
related social media use system is used for work- and social-
related purposes in China
Work- and leisure- (1) Facebook is used for work-related Huang and Liu (2017)
related social media use purpose in the USA
Social media use within (1) Multi social media, such as Yammer, Forsgren and Bystr€om (2018)
and outside the Facebook and Twitter, are used for
organization work activities in a Scandinavian
software development company
Social media use within (1) Enterprise social software Kuegler et al. (2015)
and between teams platforms used by employees within
and between teams in the UK

(continued ) Table 1.
JEIM Examples of how social media is used
Construct and context Reference

Personal and (1) 2,500 public managers in 500 US Fusi and Feeney (2018)
organizational use of local governments use Facebook,
social media Twitter and YouTube for
information exchange
Online and offline of (1) Social media, such as Facebook, Tajvidi and Karami (2017)
social media use LinkedIn, Twitter, YouTube,
Instagram, are widely used in the
UK hotel industry
Information- and social- (1) International students in three Hu et al. (2017)
related social media use public universities in China use
social media for informational and
socializing activities
Social-, hedonic-, (1) Social media including blogs, wikis, Ali-Hassan et al. (2015)
cognitive-related social social tagging and networking tools
media use are used at a multinational
information technology company
Consumption-, (1) Enterprise social software Kuegler and Smolnik (2014)
contribution-, hedonic- platforms used by employees at a
and social-related use communications and high-tech
sector organization
Enterprise social media (1) Using enterprise social media for Johannsen (2018)
used for external external communication purposes
communication
Social media used to (1) Retail employees in the Midwestern Schmidt et al. (2016)
connect with colleagues United States use social networking
site
Social media use (1) Social media, such as Facebook and Charoensukmongkol (2014);
intensity Instagram, are used intensively for Charoensukmongkol and Sasatanun
customer relationship management (2017)
in Thailand
Social media use (1) Social media level of use differs Bretschneider and Parker (2016)
Table 1. frequency across public and private sectors

distractions and other negative consequences. Thus, this study focuses on how different
platforms used for different purposes affect employee outcomes.

2.2 Uses and gratification theory

Uses and gratification theory focuses on the social and psychological roots of needs that generate
media expectations and create different media exposure patterns (or participation in other
activities) that lead to needs satisfaction (Katz et al., 1973). Uses and gratification theory was
originallydevelopedinthe1940sandwasusedtostudythesatisfactionof radiolistenersaswellas
users of traditional media such as newspapers (Li et al., 2018). In recent years, some scholars have
used this theory to explain individuals’ social media use and needs satisfaction. For example, Ali-
Hassan et al. (2015) conceptualized three dimensions of social media use that correspond to the
above needs, that is, social use, hedonic use and cognitive use, and examined their effect on
employee job performance. Their results showed that social and cognitive use of technology
positively affects employees’ routine and innovative job performance, while hedonic use
technology negatively impacts routine performance. Based on uses and gratification theory,
Odoom et al. (2017) found that social media use positively and significantly influences
performance benefits firms obtained. According to our context, the current paper conceptualizes
two dimensions of social media use that correspond to employee needs: social use and work use.
Specifically, social use is defined as using social media to build new social relations (i.e. making Improving
new friends),identify individuals with shared interests andstay in touch with existing friends and employee
acquaintances. Work use is defined as using social media to discuss work item information with
colleagues, share work plan objective information with colleagues and share documents and file
satisfaction
information within the enterprise. Since the theory provides a link between choices and their and efficiency
outcomes, it is an appropriate framework for understanding media use motivation and impact at
work (Stafford et al., 2004). According to uses and gratification theory, when employees choose
specific media to meet their needs, they will achieve gratification. Based on uses and gratification
theory, this study investigates the effects of different employee motivations for different
enterprise social media platform usage on employee job satisfaction and work efficiency.

3. Research model and hypotheses

3.1 Social media usage and job satisfaction
In recent years, more and more organizations have started relying on social media platforms in
daily work (Alimam et al., 2017; Cai et al., 2018). Some scholars have studied different
motivations for social media usage (Huang et al., 2015; Nduhura and Michael, 2017; Forsgren;
Bystr€om, 2018; Tajvidi; Karami, 2017), and it is generally accepted that social media usage can
be used for work- and social-related motivations (Sun and Shang, 2014; Huang et al., 2015; Zhang
et al., 2019). Specifically, work-related social media use is defined as social media used for work,
such as sharing documents and file information within the enterprise; social-related social media
use is defined as social media used for social purposes, such as finding people with similar
interests. This paper also studied social media in social-related and work-related use. Although
prior scholars have studied different motivations for social media use, most scholars neglected
to explore how employees selected different social media platforms to satisfy their needs.
With regard to the relationship between social media usage and job satisfaction, prior
research has reached the same conclusion: social media use has a positive effect on employee
job satisfaction. For example, Robertson and Kee (2016) proved that job satisfaction is
positively associated with time on Facebook with coworkers. Huang and Liu (2017) also
proved that the intensity of Facebook use positively affects employee job satisfaction, while
the effect of work-related Facebook use on employee job satisfaction is not significant.
Besides, Yang and Kim (2017) found that social networking services for work-related
purposes have a moderating role between workplace ostracism and job satisfaction. In fact,
social media used for both work- and social-related purposes can contribute to employees’
engagement and commitment, which further affects their job satisfaction (Zhang et al., 2019).
According to uses and gratification theory, when employees choose specific media to meet
their needs, such as work- and social-related motivation, they will be satisfied. Based on the
above, this paper puts forth the following hypotheses:
H1. Social-related private social media usage positively affects employee job satisfaction.
H2. Work-related private social media usage positively affects employee job satisfaction.
H3. Social-related enterprise social media usage positively affects employee job
satisfaction.
H4. Work-related enterprise social media usage positively affects employee job
satisfaction.

3.2 Social media usage and work efficiency

A review of previous literature on social media usage in enterprises showed that existing
research mainly focuses on the impact of social media use on employee performance. For
JEIM example, prior research showed that social media use can contribute to job performance
(Moqbel et al., 2013; Chung et al., 2014; Leftheriotis and Giannakos, 2014; Cao et al., 2016; Wu,
2016; Brooks and Califf, 2017), organizational performance (Parveen et al., 2015; Alarcon-Del-
Amo et al., 2018; Garcia-Morales et al., 2018; Nisar et al., 2019; Tajvidi and Karami, 2017),
regular and innovative performance (Ali-Hassan et al., 2015; Kuegler et al., 2015; Ng et al.,
2016) and contextual performance (Trainor et al., 2014; Ng et al., 2016). However, most of the
existing research neglected discussion of how different motivations for social media usage
may have an impact on work efficiency and the impact process. Employee work efficiency is
the fundamental guarantee for enterprises to obtain profits and realize long-term
development (Sutanto et al., 2018). Therefore, it is necessary to investigate the path
process between different motivations for different social media platform use and employee
work efficiency.
Work efficiency refers to the ratio of labor output to time input in an event (Iii et al., 2011).
Work efficiency differs from work performance in that efficiency is about the ratio of results
to effort, while performance is a specific value that includes results and behavior (Sutanto
et al., 2018). Existing research mainly focused on investigating how to improve work
efficiency (Lif et al., 2001; Barrett-O’Keefe et al., 2012) and factors that affect work efficiency
(Sutanto et al., 2018). With regard to the relationship between social media use and work
efficiency, research showed that work-related social media use can contribute to employee
communication quality and information exchange, which further affects employee work
efficiency (Iii et al., 2011). In fact, when employees’ communication quality and information
exchange improve, the ratio of labor output to time input will improve, as higher
communication quality and information exchange will reduce the costs of time and effort
invested. Social-related social media use can also contribute to employee work efficiency by
affecting trust between colleagues. When employees use social media for social-related
motivations, they will generate online communications and social interaction, which may
affect employee social trust (Kobayashi et al., 2006; Valenzuela et al., 2009), and when trust is
generated, employee work efficiency can be improved to some extent. Finally, results from a
series of experiments show that happiness made employees around 12% more productive,
while unhappy workers were 10% less productive [3]. Therefore, happiness proves to have
large and positive effects on productivity. This paper also holds that employee job
satisfaction positively affects employee work efficiency. Based on the above discussion, this
paper suggests the following hypotheses:
H5. Social-related private social media usage positively affects employee work efficiency.
H6. Work-related private social media usage positively affects employee work efficiency.
H7. Social-related enterprise social media usage positively affects employee work
efficiency.
H8. Work-related enterprise social media usage positively affects employee work
efficiency.
H9. Employee job satisfaction positively affects employee work efficiency.

3.3 Employee gender differences

A review of prior social media literature showed that the moderator variables analyzed in
existing studies mainly focused on the dimensions of work characteristics, demographic
characteristics, employee abilities and media types. For example, Brooks and Califf (2017)
found that job characteristics positively moderate the relationship between social media-
induced technostress and job performance in IT professionals. Chung et al. (2014) pointed out
that task characteristics positively moderate the relationship between habitual social media
usage and perceived job performance. It is worth pointing out that Serwaa et al. (2017) Improving
examined significant differences in the characteristics of demographic variables (age and employee
gender) and found that consumer demographic variables (age and gender) do not have any
significant differences in consumers’ intention to use social media. With further research,
satisfaction
other scholars are dedicated to exploring the moderating effects of employee reactivity and efficiency
(Zoonen and Rice, 2017) and media types (Penni, 2017).
Although some studies have attempted to identify moderating variables of the
antecedents and consequences of social media use in enterprises, most existing research
ignored potential groups, such as gender differences, in their usage process and results.
According to the gender role theory, men and women tend to place differential importance on
work and social roles because of the stereotypes associated with the roles that they occupy
(Eagly and Karau, 1991; Zhang et al., 2019). Men tend to place more emphasis on their work
role than women, while women may place more emphasis on their social roles. Actually, past
studies have identified significant differences in the patterns of IT use by men and women
(Jackson et al., 2010; Muscanell; Guadagno, 2012), suggesting that the outcomes of social
media usage in enterprises may also differ between male and female employees. Thus,
according to the gender role theory, the present study also holds that the effect of social media
usage on employee job satisfaction and work efficiency will differ between male and female
employees. In light of the aforementioned research, the following hypothesis is proposed:
H10. Gender moderates the relationship between social media usage and employee job
satisfaction as well as social media usage and work efficiency.
Based on the above discussion, this paper puts forward the research model shown in Figure 1.

4. Research method and data analyses

4.1 Research design and data collection
Research design of this paper can be seen in Figure 2. Questionnaires can be an effective
means of measuring the behavior, attitudes, preferences, opinions and intentions of relatively
large numbers of subjects than other methods (Fraley et al., 2000). Because this article
explores employee satisfaction behavior and efficiency, a questionnaire was used to validate
the conceptual model. The items that measured each variable were developed from the prior
literature. Those measures are shown in Appendix 1. Specifically, the original questionnaire
was in Chinese, and the authors invited a native English speaker to translate it into English.
All the items were measured using a seven-point Likert scale ranging from one (strongly
disagree/unlikely) to seven (strongly agree/likely). The authors briefly introduced the
purpose of this study, and then the respondents answered questions about their social media
usage, job satisfaction and work efficiency. A small-scale pilot test was conducted with three
vice professors and two master’s students to assess the questionnaire’s logical consistency,
ease of understanding and contextual relevance. After that, the surveys used in this study
were distributed via a Chinese website providing online survey services; this platform has
been used in numerous previous studies (Chen et al., 2013; Ma et al., 2017; Ma et al., 2018) for
distributing questionnaires. The total number of questionnaires obtained was 500, of which
47 unqualified questionnaires were deleted. The authors retained and used 453 valid
questionnaires for this study. Table 2 presents the descriptive statistics of the respondents.
Smart PLS2.0 was used in all analyses. As a second-generation multivariate technique,
PLS2.0, can simultaneously assess the measurement model and the structural model.
Compared to covariance-based structural equation modeling (SEM), PLS requires a relatively
small sample size, does not require variable to exhibit a normal distribution (Ma et al., 2018)
and is more appropriate for exploratory analysis and handling formative constructs.
 JEIM

Figure 1.
Research model
Motivation

Private Social Media Usage

Social-related Private Outcomes

H1
Social Media Usage
H5
Work-related Private H2 Job Satisfaction
Social Media Usage
H6
H9
Enterprise Social Media Usage
H3
Social-related Enterprise Work Efficiency
Social Media Usage H7
H4
Work-related Enterprise
H8
Social Media Usage
 Phenomenon: the use of different social Improving
media platforms in organizations is chaotic
employee
Field observation of social satisfaction
Literature Review
media use in organizations and efficiency
Identify research
questions

Identify research method:

Questionaire

Questionnaire scale design

Questionnaire pre-test

Questionnaire formally
issued and data collection

Data analysis

Measurement model Structural model

Research results

Figure 2.
Theoretical, practical implications and Research design
limitation diagram

4.2 Measurement model

The measurement model can be assessed by examining the reliability, convergent validity
and discriminant validity. Specifically, reliability can be assessed by determining Cronbach’s
alpha, composite reliability (CR) and average variance extracted (AVE). According to the
suggestions of Hair et al. (2009), CR is acceptable when it exceeds 0.7, Cronbach’s alpha is
acceptable when it exceeds 0.7 and AVE is acceptable when it exceeds 0.5. As shown in
Table 3, Cronbach’s alphas for this study exceed the recommended value of 0.7. The CR
ranges from 0.843 to 0.932, exceeding the recommended level of 0.70. The AVE ranges from
0.663 to 0.820, exceeding the recommended level of 0.50. Thus, the measurement constructs
have high reliability. Convergent validity can be assessed using the factor loadings. As
shown in Table 4, all of the factor loadings are higher than 0.7 at the significance level of
p < 0.01, suggesting good convergent validity. Meanwhile, this paper examined the
discriminant validity of the measurement items. As shown in Table 3, the square root of each
factor’s AVE is larger than its corresponding correlation coefficients with other factors,
indicating adequate discriminant validity.
JEIM Demographic variable Size Percentage %

Gender Male 189 41.72

Female 264 58.28
Age 18–25 years old 71 15.67
26–30 years old 135 29.80
31–35 years old 124 27.37
36–40 years old 74 16.34
41–45 years old 21 4.64
46–50 years old 17 3.75
More than 50 years old 11 2.43
Education Junior college or below 100 22.08
Bachelor’s degree 325 71.74
Master’s degree or above 28 6.18
Monthly personal income (RMB) <5 3,000 20 4.42
3,001–5,000 105 23.18
5,001–8,000 184 40.62
8,001–12,000 107 23.62
>12,000 37 8.17
Nature of the company State-owned enterprises 109 24.06
Foreign capital enterprise 66 14.57
Private/private enterprises 227 50.11
Civil servants/public institutions 51 11.26
Size of the company <5200 employees 142 31.35
201–500 employees 157 34.66
501–1,000 employees 95 20.97
>1,000 employees 59 13.02
Frequently used social media in company WeChat 429 94.70
QQ 366 80.79
Micro-blog 94 20.75
Table 2. DingTalk 133 29.36
Sample demographic MSN Messenger 138 30.46
information Others 18 3.97

Items Cronbach’s alpha CR AVE SPM WPM SEM WEM JS WE

SPM 0.728 0.843 0.728 0.853

WPM 0.746 0.854 0.663 0.409 0.814
SEM 0.886 0.929 0.812 0.378 0.082 0.901
WEM 0.891 0.932 0.820 0.272 0.202 0.543 0.905
JS 0.810 0.887 0.724 0.431 0.302 0.263 0.191 0.851
WE 0.753 0.858 0.669 0.375 0.451 0.177 0.276 0.470 0.818
Table 3. Note(s): Social-related private social media usage (SPM); work-related private social media usage (WPM);
Descriptive statistics social-related enterprise social media usage (SEM); work-related enterprise social media usage (WEM); job
and inter-construct satisfaction (JS); work efficiency (WE). The italics elements are the square roots of AVEs, and off-diagonal
correlations elements are correlations between constructs

To make sure the data set is free from common method bias, an inspection of Harman’s single-
factor with six constructs (SPM, WPM, SEM, WEM, JS, WE) and 17 scale items was
conducted. The statistical results in this respect indicated that no single factor emerged; the
highest covariance explained by one factor is 31.487%, which is less than the cut-off value of
50%. Thus, common method bias is not a serious concern.
Items SPM WPM SEM WEM JS WE
Improving
employee
SPM 1 0.835 0.451 0.212 0.215 0.314 0.338 satisfaction
SPM 2 0.871 0.259 0.422 0.247 0.416 0.305
WPM 1 0.329 0.844 0.016 0.150 0.242 0.394 and efficiency
WPM 2 0.385 0.879 0.067 0.166 0.273 0.430
WPM 3 0.274 0.710 0.140 0.190 0.221 0.251
SEM 1 0.403 0.156 0.904 0.557 0.252 0.209
SEM 2 0.295 0.022 0.890 0.425 0.205 0.110
SEM 3 0.307 0.022 0.909 0.465 0.245 0.145
WEM 1 0.270 0.195 0.497 0.919 0.162 0.273
WEM 2 0.245 0.186 0.517 0.933 0.199 0.278
WEM 3 0.220 0.167 0.456 0.863 0.153 0.183
JS1 0.377 0.239 0.208 0.127 0.832 0.367
JS2 0.350 0.232 0.251 0.190 0.850 0.390
JS3 0.374 0.296 0.212 0.169 0.870 0.440
WE1 0.324 0.430 0.118 0.245 0.362 0.831
WE2 0.324 0.398 0.125 0.199 0.442 0.862
WE3 0.269 0.260 0.207 0.241 0.344 0.758 Table 4.
Note(s): The italics elements are factor loadings Cross loadings

4.3 Structural model

The PLS results of the structural model are shown in Figure 3. Figure 3 illustrates that social-
related private social media usage had positive effects on employee job satisfaction
(β 5 0.315, t 5 6.203, p < 0.05), while the effect of social-related private social media usage on
employee work efficiency is not significant (β 5 0.095, t 5 1.784, p > 0.05). Thus, hypothesis
H1 is supported, and hypothesis H5 is not supported. Meanwhile, work-related private social
media use had positive effects on employee job satisfaction (β 5 0.162, t 5 3.182, p < 0.05) and
work efficiency (β 5 0.286, t 5 4.535, p < 0.05). Thus, hypotheses H2 and H6 were supported.
Besides, social-related enterprise social media usage had positive effects on employee job
satisfaction (β 5 0.128, t 5 2.540, p < 0.05), while the effect of social-related enterprise social
media usage on employee work efficiency is not significant (β 5
0.054, t 5 1.069, p > 0.05).
Thus, hypothesis H3 is supported, and hypothesis H7 is not supported. Finally, the effect of
work-related enterprise social media usage on employee job satisfaction is not significant
(β 5 0.003, t 5 0.053, p > 0.05), while work-related enterprise social media usage has a positive

Enterprise Social Media Usage

Private Social Media Usage Outcomes

Social-related Private 0.315*** R 2=0.219

Social Media Usage
Job Satisfaction
0.095ns 0.162**
Work-related Private
Social Media Usage 0.286***
0.327***

Enterprise Social Media Usage 0.128**

Social-related Enterprise -0.054 Work Efficiency

Social Media Usage
0.003 ns R 2=0.353

Work-related Enterprise 0.160**

Social Media Usage
Figure 3.
Results of structure
model analysis
Note(s): *** p<0.001; ** p<0.01; * p<0.05
JEIM effect on employee work efficiency (β 5 0.160, t 5 3.531, p < 0.05). Thus, hypothesis H4 is not
supported, and H8 is supported. Employee job satisfaction has a positive effect on employee
work efficiency (β 5 0.327, t 5 6.510, p < 0.05). Thus, hypothesis H9 is supported.

4.4 Moderating effect of gender

The moderating role can be tested by assessing the differences in path coefficients for
each subgroup (Ma et al., 2018). To examine the differences in gender, path comparison
testing was conducted between two groups. Specifically, this study divided the sample
into two groups: group 1 (male) contained 189 employees, and group 2 (female) contained
264 employees. This study first tested hypotheses H1, H2, H3, H4, H5, H6, H7, H8, H9
separately for the two groups. This study then compared the path coefficients based on
the method developed by Keil and Wassenaar (2000), which is widely used in the IS
context to test the moderating effects when the moderating variable is categorical (Guo
et al., 2015; Ma et al., 2018). The results show that H10 was partly supported. The results
are shown in Table 5.

4.5 Mediating effect

This study also tests the mediator role of job satisfaction between enterprise social media use
and employee work efficiency. The results are shown in Table 6. Results showed that job
satisfaction acts as a partial mediator between private social media used for both work- and
social-related motivations and employee work efficiency. This implies that private social
media used for both work- and social-related motivations has a positive effect on employee
work efficiency; on the other hand, private social media used for both work- and social-related
motivations affects employee work efficiency through employee job satisfaction. Besides, job
satisfaction acts as a full mediator between social-related enterprise social media use and
employee work efficiency. This means that when enterprise social media is used for social-
related purposes, it can improve employee work efficiency only through employee job
satisfaction. Finally, job satisfaction acts as a partial mediator between enterprise social
media used for work-related motivations and employee work efficiency. Thus, on the one
hand, work-related enterprise social media use has a positive effect on employee work
efficiency; on the other hand, work-related enterprise social media use affects employee work
efficiency through employee job satisfaction.

Path PC1 PC2 N1 N2 SE1 SE2 T Remarks Effects

SPM - > EF 0.257 **

0.013 189 264 0.079 0.070 38.276 O (Male > Female)
SPM - > JS 0.354** 0.311** 189 264 0.077 0.072 6.140 O (Male > Female)
WPM - > EF 0.155 0.362** 189 264 0.081 0.080
27.000 O (Female > Male)
WPM - > JS 0.116 0.179** 189 264 0.081 0.069
8.962 O (Female > Male)
SEM - > EF
0.055
0.057 189 264 0.089 0.067 0.270 X Not support
SEM - > JS 0.267** 0.046 189 264 0.098 0.063 29.084 O (Male > Female)
WEM - > EF 0.144 0.167** 189 264 0.084 0.055
3.472 O (Female > Male)
WEM - > JS
0.049 0.010 189 264 0.105 0.067
7.317 O (Male > Female)
JS - > EF 0.357** 0.300** 189 264 0.070 0.074 8.174 O (Male > Female)
qffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffi
Note(s): Spooled ¼ f½ðN1 − 1Þ=ðN1 þ N2 − 2Þ3SE12 þ ½ðN2 − 1Þ=ðN1 þ N2 − 2Þ3SE22 g
pffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffiffi
Table 5. t ¼ ðPC1 − PC2 Þ=½SPooled 3 ð1=N1 þ 1=N2 Þ, Ni 5 sample size of data set for group i; SEi 5 standard error of
Results of tests on path in structural model of group i; PCi 5 path coefficient in structural model of group i. *p < 0.05; **p < 0.01.
users gender O: support; X: not support
differences *p < 0.05; **p < 0.01
5. Discussion Improving
5.1 Key findings employee
First, the results showed that private social media used for both work- and social-related
motivations positively affects employee job satisfaction, while enterprise social media used
satisfaction
only for social-related motivations can contribute to employee job satisfaction. Most previous and efficiency
studies separately tested the effect of private social media in organizations (Tajudeen et al.,
2018; Zha et al., 2018), the effect of enterprise social media in organizations (Li et al., 2015; Lu
et al., 2015; Luo et al., 2015) or studied enterprise social media use as a single dimension
(Johannsen, 2018; Leidner et al., 2018). Few scholars have jointly examined how different
social media platforms used for different motivations may affect employee outcomes. This
paper took a further step and found that when considering the joint effects of private and
enterprise social media used for work- and social-related motivations, private social media
used for both work- and social-related motivations positively affects employee job
satisfaction, and enterprise social media only used for social-related motivations can
contribute to employee job satisfaction. The reason enterprise social media used for work-
related motivations does not contribute to employee job satisfaction may be that
social-related use usually leads to a greater contribution to employee satisfaction because
social-related motivation use is more likely to form trust and social capital (Valenzuela et al.,
2009), which is more likely to promote employee job satisfaction. Luo et al. (2018) proved that
non-work-related social media use, such as social activities, can contribute to employees’
commitment in the private sector in China. Acutually, information technology management
and use differs across public and private sectors (Bretschneider and Parker, 2016). Huang and
Liu (2017) also proved that the effect of work-related Facebook use in public sector on
employee job satisfaction is not significant.
Second, it is interesting to find that private and enterprise social media used for work-
related motivations can contribute to employee work efficiency, while social-related use of
private and enterprise social media related to employee work efficiency is not significant.
This implies that only work-related social media use can contribute to employee work
efficiency, while social-related use cannot positively affect employee work efficiency. The
reason may be that work-related use is about file transfer, sharing documents and so forth,
which is conducive to work efficiency, while social use is about making friends, which does
not involve work, so it does not improve performance (Ng et al., 2016). Cao et al. (2016) found
that social media used for work can improve Chinese working professionals’ work
performance in public/private sector. Leftheriotis and Giannakos (2014) proved that 1,799
employees in the insurance industry in Greece use social media, such as Facebook, Linkedin,
Twitter and blogs for work purpose, and there is an important relation between the use of
social media and the work performance. Existing research mainly focuses on the impact of
social media use on employee work performance (Moqbel et al., 2013; Chung et al., 2014; Wu,

(IV þ DV-M)
IV M DV IV-DV IV-M IV M Effect

SPM JS WE 0.377** 0.435** 0.210** 0.380** Partial

WPM JS WE 0.460** 0.304** 0.340** 0.369** Partial
SEM JS WE 0.199** 0.264** 0.061 0.455** Full
WEM JS WE 0.283** 0.195** 0.193** 0.434** Partial
Note(s): Social-related private social media usage (SPM); work related private social media usage (WPM);
social related enterprise social media usage (SEM); work related enterprise social media usage (WEM); job Table 6.
satisfaction (JS); work efficiency (WE) Results of mediating
*p < 0.05; **p < 0.01 effects
JEIM 2016; Brooks and Califf, 2017). However, most prior research ignored how different social
media platforms affect employee work efficiency. The current paper took a further step and
found that different social media platforms used for work- and social-related motivations
have different effects on employee work efficiency.
Finally, the results of this study suggest that in the process of social media usage
influencing employee job satisfaction and work efficiency, employee gender leads to
significant differences. Specifically, male employees are more likely to generate higher job
satisfaction and work efficiency after using private social media for social-related purposes,
while female employees are more likely to generate higher job satisfaction and work
efficiency after using private social media for work-related purposes. Results also showed
that there are no significant differences in work efficiency between female and male
employees after using enterprise social media for social-related purposes, but male employees
are more likely to generate higher job satisfaction after using enterprise social media for
social-related purposes. Furthermore, our results show that female employees are more likely
to generate higher work efficiency, while male employees are more likely to generate higher
job satisfaction after using enterprise social media for work-related purposes. Finally, male
employees are more likely to generate higher work efficiency when they are satisfied with
their jobs. Zhang et al. (2019) also proved that in the process of social media usage influencing
employees’ job satisfaction and turnover intention, employees of different genders show
significant differences in private sector in China.

5.2 Theoretical implications

This research offers several theoretical contributions. First, this paper contributes to IS social
media research by examining the joint effects of different motivations for private and
enterprise social media usage on employee job satisfaction and work efficiency in
organizations. Regarding the purpose and dimensions of social media usage in enterprises,
existing research shows that most prior studies were conducted from a single perspective of
enterprise social media use (Bulgurcu et al., 2018; Osch and Steinfield, 2018) and ignored
considering the different motivations for different kinds of enterprise social media platform
use and their outcomes. Zhang et al. (2019) investigated how private social media used for
work- and social-related purposes affect employees’ job satisfaction and turnover intention.
However, the limitation of their research is not considering the role of enterprise social media.
This research bridges the gap between theory and practice by providing insights into the
framework of different motivations for different kinds of social media platform usage in
enterprises, indicating that both private and enterprise social media can be used for work-
and social-related motivations, while the effect of private and enterprise social media is
different. Our research also advances the knowledge of how employee job satisfaction and
work efficiency can be improved by examining the different kinds of social media usage for
different motivations.
Second, this paper contributes to uses and gratification theory by clarifying the
relationship between different motivations for social media use and its needs. Ali-Hassan et al.
(2015) contribute to uses and gratification theory by conceptualizing three dimensions of
social media use that correspond to needs, anmely, social use, hedonic use and cognitive use,
and examined their effect on employee job performance. Based on prior research and research
context in this paper, the current paper conceptualizes two dimensions of social media use
that correspond to employee needs: social use and work use. This paper confirmed that
employees use both private and enterprise social media for work- and social-related purposes.
Generally, use for social-related motivations can contribute to employee job satisfaction, and
use for work-related motivation can contribute to employee work efficiency. Different from
prior research, this paper bridges the gap between theory and practice by showing that
employees select different media platforms and use different motivations to satisfy their work Improving
and social needs. This conclusion makes an important contribution that advances research on employee
uses and gratification theory and deepens our understanding of it.
Finally, this study contributes to gender research by finding that gender differences exist
satisfaction
in the effect of social media usage and its outcomes. Prior literature showed that the and efficiency
moderator variables studied in social media use studies mainly focus on the dimensions of
work characteristics (Brooks and Califf, 2017), employee abilities (Zoonen and Rice, 2017) and
media types (Penni, 2017). Some scholars also studied differences in demographic variables
(age and gender) that affect intention to use social media (Serwaa et al., 2017), but neglected
gender differences in their process and results. There is also a call for future research
regarding social media use and its outcomes on the basis of gender and motivations for use
(Tijunaitis et al., 2019). This paper fills that gap and contributes to gender research by finding
that the effect of different kinds of social media usage for different motivations in employee
job satisfaction and work efficiency will vary according to gender. The research results also
deepen the understanding of employee gender differences in social media literature.

5.3 Practical implications

The conclusion of this paper has practical significance for enterprise managers and society.
Firstly, there are multiple kinds of social media, such as private social media and enterprise
social media, used for different motivations (work- and social-related) in organizations. Thus,
enterprise managers should attach importance to the existence of multiple social media and
give full play to the different roles of different social media in private/public sector. Secondly,
according to our results, managers should pay considerable attention to building employee
job satisfaction by using private social media for work- and social-related purposes and using
enterprise social media for social-related purposes. Thus, private social media should be
allowed as a helpful tool for managers to improve employee job satisfaction in private sector,
although managers should also pay attention to its negative effects. Managers should set up
interest groups and allow employee chats and posts through enterprise social media because
this form of socialization can help employees develop job satisfaction. Thirdly, according to
our research, work-related private and enterprise social media use can improve employee
work efficiency. Thus, managers should encourage employees to use social media for more
work-related purposes to improve work efficiency. Fourthly, results showed that job
satisfaction positively affects employee work efficiency, which implies that companies should
invest more in building employee satisfaction. In fact, some companies are already doing so.
For example, companies like Google invest in employee support and satisfaction to generate
happier workers, which, in turn, makes for highly productive employees. For society,
different forms of social media play a significant role in the functioning of individuals and
society. This phenomenon should attract enough attention, and society managers should
make full use of the different functions of social media to take advantage of it.
Finally, enterprises should consider gender differences in the effects of enterprise social
media usage. According to the results of this paper, male employees are more likely to
generate higher job satisfaction and work efficiency after using private social media for
social-related purposes, while female employees are more likely to generate higher job
satisfaction and work efficiency after using private social media for work-related purposes.
Thus, when considering building employee job satisfaction and work efficiency through
social media, enterprises should encourage male employees to use private social media for
social motivations to build satisfaction and efficiency, and encourage female employees to use
private social media for work motivations to build satisfaction and efficiency. In addition,
since male employees are more likely to generate higher job satisfaction after using enterprise
social media for social-related purposes, enterprises should encourage male employees to use
enterprise social media for social-related purpose to build job satisfaction. In the end, after
JEIM using enterprise social media for work-related purposes, female employees can generate
higher work efficiency, while male employees are more likely to generate higher job
satisfaction. Thus, managers should treat enterprise social media differently for work
purposes. Results also showed that male employees are more likely to generate higher work
efficiency when they are satisfied with their jobs. Thus, an organization’s human resources
department should pay attention to the efficiency performance of employees of different
genders after their satisfaction.

5.4 Limitations and future research

Our study has certain limitations that should be noted. First, this paper studied social media use
motivation from two dimensions, namely, social-related and work-related dimensions, which
may affect the conclusions. Actually, social media use motivation can be classified as many
types (Ali-Hassan et al., 2015). Future studies can further explore the effect of multiple kinds of
social media used for other different purposes and examine their outcomes. Secondly, the
questionnaire is self-reported, which is inherently subjective. Our data were collected from a
single source and have certain subjectivity (Cao and Yu, 2019). Future studies should use
quantitative data to measure employee social media usage and work efficiency. Thirdly, this
paper examines the direct effect of social media use and employee job satisfaction and work
efficiency but did not show the process. What is more, other variables may affect the outcome
variable or the relationship between independent and outcome variables. Further research can
explore the boundary conditions of social media use and employee outcomes. Finally, future
studies can use Fuzzy-set qualitative comparative analysis (fsQCA) method (Pappas et al., 2020)
to address the complexity of the different types of social media use, identifying sufficient and
necessary conditions that can explain work satisfaction and work efficiency.

Notes
1. https://www.clearreview.com/performance-management-inefficient-employees/
2. https://www.telegraph.co.uk/finance/jobs/11691728/Employees-waste-759-hours-each-year-due-to-
workplace-distractions.html
3. https://hrdailyadvisor.blr.com/2017/06/16/employee-satisfaction-affects-organizational-
performance/#targetText5Results%20from%20a%20series%20of,and%20positive%20effects%
20on%20productivity.

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Appendix 1

Constructs Measure items

Work-related private social media usage
(WPM)
(Gonzalez et al., 2013)
Social-related private social media usage (SPM)
(Gonzalez et al., 2013)
Work-related enterprise social media usage
(WEM) (Gonzalez et al., 2013)
Social-related enterprise social media usage
(SEM) (Gonzalez et al., 2013)
Job satisfaction (JS) (Moqbel et al., 2013)
Work efficiency (WE) (Iii et al., 2011)
Use private social media (such as WeChat, QQ) for a work-
related purpose
(1) discuss work item information with colleagues
(2) share work plan objective information with colleagues
(3) share documents and file information within the
enterprise
Use private social media (such as WeChat, QQ) for a social-
related purpose
(1) make friends within the organization
(2) find people with similar interests
Use enterprise social media (such as MSN Messenger,
DingTalk) for a work-related purpose
(1) discuss work item information with colleagues
(2) share work plan objective information with colleagues
(3) share documents and file information within the
enterprise
Use enterprise social media (such as MSN Messenger,
DingTalk) for social-related purpose
(1) make friends within the organization
(2) find people with similar interests
I am very pleased with the job I have now
My current job gives me inner satisfaction
My work gave me a sense of accomplishment
After using enterprise social media, my daily work is more
efficient
With enterprise social media, I was able to make better use of
resources
After using enterprise social media, my input and output are Table A1.
more efficient Measurement items

About the authors

Ma Liang is a vice professor for Information Systems at the University of Shandong University of
Finance and Economics, Jinan, China. His research focuses on social media, information systems and
shared economy. He has published in Information and Management, Transportation Research Part A:
Policy and Practice, International Journal of Mobile Communications, Online Information Review, Total
Quality Management & Business Excellence, International Journal of Market Research, Pacific Asia
Conference on Information Systems and others.
Zhang Xin is professor for Information Systems at the University of Shandong University of Finance
and Economics, Jinan, China. His research focuses on information systems, electronic commerce and
electronic markets. He has published in Journal of Intelligent & Fuzzy Systems, Applied Mathematics &
Computation, Information and Management, Transportation Research Part A: Policy and Practice,
International Journal of Mobile Communications, Online Information Review and others.
JEIM Ding Xiao Yan is a PHD student for Information Systems at the University of Shandong University
of Finance and Economics. Her research focuses on social media users’ behavior. She has published in
Online Information Review, Total Quality Management & Business Excellence, Transportation Research
Part A: Policy and Practice, Transportation Research Part F, International Journal of Sustainable
Transportation and others.
Fei Jianxiang is a lecturer for management at the Qufu Normal University. His research focuses on
accounting and social media users’ behavior. He has published in Chinese journals such as Accounting
Learning, Enterprise Reform and Management, Economic Research Guide and others. Fei Jianxiang is
the corresponding author and can be contacted at: feijianxiang666@126.com

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