Modeling the adoption and use of social media by nonprofit organizations (1208.3394v1)

Abstract: This study examines what drives organizational adoption and use of social media through a model built around four key factors - strategy, capacity, governance, and environment. Using Twitter, Facebook, and other data on 100 large US nonprofit organizations, the model is employed to examine the determinants of three key facets of social media utilization: 1) adoption, 2) frequency of use, and 3) dialogue. We find that organizational strategies, capacities, governance features, and external pressures all play a part in these social media adoption and utilization outcomes. Through its integrated, multi-disciplinary theoretical perspective, this study thus helps foster understanding of which types of organizations are able and willing to adopt and juggle multiple social media accounts, to use those accounts to communicate more frequently with their external publics, and to build relationships with those publics through the sending of dialogic messages.

• The paper develops an analytical model linking strategy, capacity, governance, and environmental factors to social media adoption among nonprofits.
• The study finds that market-based strategies and strong website reach significantly enhance social media engagement and client interaction.
• The research reveals that high donor dependence boosts digital engagement, while membership-based structures may reduce update frequency and dialogic engagement.

Evaluating Social Media Implementation by Nonprofit Organizations

This paper investigates the social media engagement of nonprofit organizations by examining the multifaceted drivers behind their adoption and use of platforms such as Twitter and Facebook. Employing quantitative data gleaned from the 100 largest nonprofit organizations in the United States, the paper constructs an analytical model centered around four pertinent dimensions: strategy, capacity, governance, and environment. These dimensions are instrumental in determining the three main facets of social media utilization within the organizations: adoption, frequency of use, and dialogic engagement.

Model and Hypotheses

The authors present a theoretical framework that integrates concepts from the strategic management approach, resource mobilization theory, governance mechanisms, and institutional pressures to elucidate social media adoption and use. Hypotheses are developed to examine the relationship between social media utilization and organizational factors including strategy (fundraising-focused, lobbying, commercial/nonprofit orientation), capacity (organizational size, website age and reach), governance (membership structure, board size, efficiency), and environmental/resource dependence factors (donor and government dependence).

Results

The paper's findings are methodically detailed, revealing several insights about social media engagement by the nonprofits:

1. Strategic Factors: Nonprofits that employ a market-based approach for program delivery tend to have a stronger presence on social media. The analysis shows a positive relationship between Program Service Revenues and social media adoption, indicating a strategic emphasis on client engagement via digital platforms.
2. Capacity Factors: It is interesting to note that pre-existing website reach significantly predicts social media engagement, corroborating hypotheses rooted in diffusion of innovations theory. This finding underscores the transition from traditional web presence to dynamic social media utilization in communicating with stakeholders.
3. Governance Factors: Membership-based organizations were seen to have a lower frequency of social media updates and dialogic engagement, attributable to distinct stakeholder structures. Additionally, the results regarding board size were inconsistent, pointing to the complexity of governance dynamics in social media implementation.
4. Environmental Factors: A notable positive interplay exists between donor dependence and social media presence, suggesting reliance on donor contributions encourages nonprofits to leverage social platforms for better engagement and resource mobilization.

Discussion and Theoretical Implications

The research adds value to the existing literature on nonprofit communication strategies by highlighting the differential impact of strategic, capacity, governance, and environmental factors on social media usage. Furthermore, the paper emphasizes the need to view Facebook and Twitter as potentially distinct tools, each with unique determinants and purposes within an organization’s social media strategy.

From a theoretical perspective, the paper builds upon existing frameworks such as contingency theory and resource dependence theory, contributing a nuanced understanding of the variables driving nonprofit digital engagement. The implications for social media management extend beyond nonprofit contexts, offering insights that may inform digital strategy within diverse organizational settings.

Practical Implications and Future Directions

The findings offer practical guidance to nonprofits optimizing their social media strategies, emphasizing areas such as website development, donor engagement, and governance adaptation. Moreover, the paper suggests that capacity-building initiatives in nonprofits should pivot toward augmenting digital communication skills and infrastructure.

The paper acknowledges certain limitations, chiefly its focus on large organizations, and suggests future research could expand the inquiry to smaller nonprofits and employ diverse methodological approaches, such as qualitative case studies and in-depth interviews, to further investigate organizational behavior and social media utilization dynamics.

In summary, this paper sheds light on the complexities and determinants of social media use by nonprofit organizations, providing a comprehensive framework for understanding how internal and external factors influence digital communication strategies. This contribution is significant in guiding both scholarly discourse and practical implementations concerning nonprofit engagement in the evolving digital landscape.