XYZ is a non-governmental international organization based in The Netherlands. To date, XYZ has primarily utilized ‘old media’ (Jenkins, 2006) to engage with stakeholder communities and promote its achievements. In the absence of any perceived business-need, access to social media sites is blocked on the internal Information and Communication Technology (ICT) networks. Furthermore, employees are procedurally prohibited from accessing social media content on any ICT device provided by XYZ. In mid-2010, an external review of its business practices recommended that XYZ could enhance its public diplomacy efforts through the effective use of social media. In late 2010, this recommendation was considered within XYZ’s Enterprise Risk Management (ERM) framework, which established that, indeed, utilization of social media could significantly enhance XYZ’s public diplomacy activities. The ERM process also identified a number of potential negative consequences that could result from the use of social media (for example: reputational damage and legal liability), if certain risks – including leakage of sensitive information, inappropriate content, and the introduction of malicious software – were not effectively mitigated. In early 2011, the Board of Directors decided to adopt a public diplomacy strategy leveraging social media platforms such as Facebook, Twitter, YouTube, and Flickr. The intended roll-out date is late-2011. As the new strategy intends to engage employees in its social media activities, access to social media sites will no longer be blocked. In an effort to maximize potential benefits of social media, as well as minimize opportunities for potential risks to materialize, the Board of Directors formulated and endorsed a Social Media Policy for Employees. According to the Society for New Communications Research, “a companywide policy is essential to ensure appropriate use of social media, to inform employees of the social media available to them, and to engage positive and brand-supported communications” (Larson, 2009, p. 19). Please download the attached file.
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