Bridging the work/social divide: the emotional response to organizational social networking sites

Organizations seem to be split on their policies governing social networking sites (SNSs) in the workplace. Recent surveys indicated that while 54% of organizations currently ban SNSs (i.e., Facebook and Twitter) at work (Lenhart 2009) 84% of organizations will be evaluating the use of SNSs at work in the next 24 months (Gould 2009). As such, the purpose of this study is to investigate the implementation of an internal SNS, which was implemented in 2008 to reduce the turnover of information technology (IT) new hires at a large financial institution. Based on an longitudinal, interpretive case study informed by boundary theory and the theory of positive emotions, the research describes the SNS, its uses and how it impacted both the employees and the organization. We found that SNSs blur the boundary between work-life and social life and that this boundary blurring creates positive emotions for the employees that use the system. These emotions create personal resources, which then had organizational impacts. The executive overseeing this SNS attribute the SNS to reduced employee turnover, improved morale and better employee engagement.