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# The interplay of logics and social media: An organisational field perspective
Stan Karanasios1 | Anouck Adrot2 Peter Hayes3 Vanessa Cooper $4 _ { \textcircled { \parallel } }$
1 UQ Business School, University of Queensland, St Lucia, Australia 2 DRM, Université Paris Dauphine - PSL, Paris, France 3 School of Manage... |
the reciprocity between logics and the enactment of social media. We also develop a framework that captures an organisational field-level perspective on the range of ways that information flows across such a field. We contribute to theory on institutional dynamics and to understanding of the enactment of social media i... |
2015). In high-reliability contexts such as emergency management or health where information provision is paramount (Pan et al., 2012; Weick & Roberts, 1993), this is problematic as it can lead to information fragmentation or erode the legitimacy of central actor's information.
We study these dynamics by examining th... |
to a wider set of actors (Ehnis & Bunker, 2020; Elbanna et al., 2019; Luna & Pennock, 2018; Tim et al., 2016), such as NGOs, non-profits and private firms, as well as online communities that may emerge, to share information about an emergency and become go-to sources of information. Social media platforms themselves ma... |
001). Thornton and Ocasio (1999, p. 804) define logics as ‘the socially constructed, historical pattern of material practices, assumptions, values, beliefs, and rules by which individuals produce and reproduce their material substance, organise time and space, and provide meaning to their social reality’. Information s... |
ews with 45 participants from 27 organisations, including EMOs, government agencies, NGOs, private organisations, and community groups. A unique aspect of our analysis is its consideration of multiple interacting organisations.
We build understanding on how organisational fields, logics and the enactment of digital te... |
nt of digital technology. This research points to the tensions and challenges that arise when new digital technology is introduced to a field or when diverse organisations enact digital technology concurrently. Next, we turn to the literature on organisational fields, examining their composition and distinguishing betw... |
ausal effects on the other (Fountain, 2001). It is thus difficult to separate digital technology from logics (Fountain, 2001; Scott & Orlikowski, 2014).
The information systems literature has emphasised the need to consider the situatedness of the relationship between the enactment of digital technology and logics. Ch... |
, technologies are embedded in organisations where logics coexist in both competitive and cooperative tension (Raynard, 2016). This means that within the same organisation, a technology may come into conflict with some incumbent logics and not others (Berente $\&$ Yoo, 2012; Bernardi & Exworthy, 2019).
As this suggest... |
’ logic characterised by traditional farming practices and an incoming ‘value-chain’ logic driven by mobile technology and a view of farming as a business, the response of smallholder farmers and supporting organisations was to hybridise practices symbolic of both logics (Slavova & Karanasios, 2018). This example shows... |
institutions (Shirky, 2008), for example setting their own rules and boundaries. These instances show that logics may focus attention on how technology is enacted, but some technologies can generate shifts in practices and logics.
In summary, existing research mostly concentrates on the interplay around logics and ne... |
ties to transform (Thornton & Ocasio 2008), what these contradictions and synergies look like at the field level—especially when field actors enact social media concurrently in a myriad of ways, inevitably affecting the information ecosystem—is undertheorized.
# 2.2 | Organisational fields
Organisational fields can b... |
g their ability to work their way towards the centre of the field (Corbo et al., 2016). Despite this, peripheral actors are able to contest and redefine field boundaries (Schneiberg, 2002; Zietsma $\&$ Lawrence, 2010) as they are often aware of alternative institutional arrangements (Seo & Creed, 2002). They may also i... |
ests, organisational fields are patchy and uneven sites of tension (Burke & Morley, 2016; Quirke, 2013). While technologies can render organisational fields more efficient and cost-effective (Currie & Guah, 2007), technology assimilation across a field is unpredictable and can even fail when field-level actors develop ... |
stablished norms and practices. Rather than simply extending existing knowledge on digital technology and logics from individual organisation level research to the context of the organisational field, we need to understand how organisational fields, digital technology and logics co-evolve.
# 2.3 The inner and outer ci... |
mal structure underlying processes and tying together the various component organisations; (iii) a division of labour; and (iv) set policies and procedures guiding organisational activity (Schneider, 1992). Such organisations are faced with not only high coordination loads and unpredictable environmental demands where ... |
Faraj & Krogh, 2016; Preece, 2000). Private organisations are another type of periphery organisation, extending their services and performing tasks outside their core responsibility during times of emergency (Dynes, 1970; Horwitz, 2009; Schmidt et al., 2017). Characteristics of periphery organisations include: (i) unst... |
information (Bunker et al., 2015; Leidner et al., 2009; Pan et al., 2005; Pan et al., 2012). This helps establish the authority and legitimacy of information in the organisational field and ensure predictable actions (Noori et al., 2016; Wolbers et al., 2016)
through provision of a ‘single source of truth’. In this w... |
Royal Commission., 2020), critique of their information practices, shifts in citizen behaviour (Winkler., 2022), or changing legislation and funding arrangements (e.g., EMV, 2017) that attempt to move the management of emergencies towards a whole-community approach (FEMA, 2011). Despite these tensions the information ... |
media in emergencies (Tim et al., 2016). Through their connection to both EMOs and communities, they can provide alternative channels to complement the information provided by core organisations (Majchrzak & More, 2011). This is because periphery organisations are better placed to embed themselves in communities and th... |
cial media and digital technology in emergencies (Schmidt et al., 2017).
As noted, the information systems research has tended to take a single organisation or core/periphery level perspective, ignoring the connections between these organisations in the same information space. At the same time, it merits recognising t... |
ry organisations (Ehnis & Bunker, 2020; Williams & Shepherd, 2021).
# 3 RESEARCH DESIGN
# 3.1 | Framing and setting
Our study was designed as a theory-generating case study (Walsham, 1995). Our empirical study examined the organisational field of emergency management in an Australian state. An organisational field i... |
tive, fitting with the goals of the research as well as the nascent research on multiple levels of organisations using social media in emergencies (Edmondson & Mcmanus, 2007). Data was collected between late 2017 and 2019. Our study relied primarily on semi-structured interviews with 45 participants and included the pe... |
n the same core organisation or undertook group interviews with multiple participants. Most of the time interviewees had experience in multiple organisations across the emergency sector. This helped us collect data on the ties between communities and organisations. As we conducted interviews we shifted from purposive s... |
Information; Senior Officer Partnerships and Social Media Program manager; Manager Emergency</td><td></td></tr><tr><td>agency</td><td>CO2(x6)</td><td>Management Comms; Manager Relief and Recovery; Digital Marketing Manager; Media and Comms (2)</td><td></td></tr><tr><td>EMO</td><td>CO3(x2) Assistant Director Comms Acce... |
tion</td><td>CO14</td><td>Director Information and Community Safety</td><td></td></tr><tr><td rowspan="9">Periphery organisation</td><td>NGO</td><td></td><td>State Manager Emergency Services</td><td>13 14</td></tr><tr><td>Community- PO2 based</td><td>PO1</td><td>Community Engagement Manager</td><td></td></tr><tr><td>PO... |
l information sharing, and what challenges are faced. Our questions changed to align with our emergent theorising. Appendix B provides a summary of indicative interview questions. The number of interviews conducted was determined by theoretical saturation, the point at which new data did not spark new theoretical insig... |
arters (rather than local operations/presence) via telephone discussion and then followed up by email with detailed responses.
Most interviews were undertaken with two researchers present. To ensure rigour and trustworthiness during the initial interviews, we adopted an insider/outsider approach. One interviewer in ou... |
ional sources of information were helpful to better understand the context, they were not subject to formal analysis.
We verified findings, checked hunches and clarified points with the study participants via phone or email, or meetings at practitioner events (e.g., at an annual state conference). At the end of the pr... |
se correspond to various levels of integrative complexity and preparedness, which influence how groups effectively transmit and process information (Arrow & Henry, 2010; Czaja, 2007; Jackson et al., 2011). The majority of the interviewees referred to routine situations (with low integrative complexity and preparedness)... |
al logics.
The purpose of open coding was to become entrenched in the data. To ensure a systematic and reliable coding process, two researchers independently coded a sample of the data, producing a list of open codes for discussion and negotiation. During this process, and throughout our analysis, we consulted content... |
ng, purposefully casting a wide net to identify the emergent concepts. We built on these collectively as data collection progressed. These initial concepts covered different topics, such as ‘evolution of institutional landscape’, ‘tapping into local knowledge’, ‘protocols and plans’. As the data collection and analytic... |
an="2">Community resilience, closer ties with community, formal alignment, informal alignment, tapping into local knowledge, beliefs and rules linked to community, mediation between groups, crowdsourcing, contextualization, information niches and voids</td><td></td><td></td><td rowspan="5"></td><td rowspan="5"></td></t... |
d rowspan="2"></td></tr><tr><td></td><td>Social media practices</td></tr><tr><td rowspan="2">Social media platforms, misinformation, information overload, lack of information, warnings and framing, customizing information, validating information, information pre- during-post emergencies</td><td></td><td></td><td rowspa... |
angley, 2013) needed to address our research question and make data-to-theory connections (Gioia et al., 2013). This step enabled us to close the cycle of analysis by comparing the meaning and relevance of our findings to both our initial thinking and the existing body of literature. Having completed these steps, we se... |
practices we checked what participants said they do with what they actually do (Sandberg, 2005). We achieved this through the interview schedule and in some cases interviewing more than one person per organisation. We also cross-checked perspectives. For instance, we compared what a representative from an EMO said with... |
e research team also included a consultant drawn from the area of study.
# 4 | FINDINGS
In presenting the findings we start by describing the top-down and community logics in the emergency organisational field. We then detail the enactment of social media and how logics and the enactment of social media reciprocally ... |
ce of a command-and-control paradigm. It is followed by a quote from a local government association confirming that they also subscribe to this system (bold text indicates emphasis added by the authors):
we have that command-and-control for a reason to, yes, keep things as streamlined and clear as we possibly can in, ... |
is humanitarian, people taking humanitarian action. So, it's human-to-human contact…We're much more about people connection (PO1).
[staff] go out and visit people in their home and so they're very aware of exactly who's in the community and who needs that support (PO4).
The community logic is reflected in the way ... |
gaging with local communities. They did not believe their traditional top-down approach to communication had been effective but also highlighted challenges to change:
The messages that a lot of these organisations were trying to get out just weren't being received. And since then, there's been a lot of effort and time... |
unity rather than just telling people what to do (CO4).
This builds on ways that core organisations work with communities and periphery organisations in other areas of their work; it ‘gives them some ownership’ (CO11), particularly around emergency prevention:
So the whole idea that at a very local level people can g... |
to broadcast information.
The quote below shows the weight given to ensuring a clear structure and effective coordination, and how social media practices fit according to joint standard operating procedures:
as soon as you hit publish with that warning, it's on a website, it's on the app. It's issued to emergency br... |
illustrates what happens when organisations lose sight of the top-down logic:
Then there's no cohesive whole…you know, social media will be used, but it will be used how it's been used previously by other emergencies, where it's haphazard. There's conflicting messaging going out. There's no one central narrative. The ... |
ies (CO13).
Second, some core organisations are concerned that social media opens the space to a range of emergent groups and actors that could hamper emergency operations by generating alternative information. These groups, who enact social media in line with the community logic, are perceived as eroding the status o... |
ly ignored….the messages that a lot of these organisations were trying to get out, just weren't being received’ (A1), especially by groups with specific information needs: ‘that's why the one size doesn't fit all’ (CO13).
Organisations recognised the need to adapt informational content to different communities. As exp... |
suggest the full opportunities of social media for emergency information are not being realised. The quote below, for instance, demonstrates how social media enactment generates tensions between the deeply entrenched top-down logic and the opportunities of social media that align more closely with the community logic:... |
s has been achieved by building a dialogue, allowing citizens to ask questions and comment, primarily through local governments rather than EMOs and agencies. This openness is clearly in line with the community logic's value of citizen empowerment:
if there are specific questions that come through social media, if we ... |
dia or any other media. Unless you engage the agencies that are responsible for assessing and supporting them (CO7).
The below quotes show that core organisations are acutely aware of how important these sources may be as substitutes for their formal social media presence, and thus actively ‘tap into’ (CO2) these netw... |
s:
They're [the staff of a core organisation] tapped into local community groups so they'd be tapped into those local pages or the local groups (CO1).
The increasing role of periphery organisations in the field was also a source of tension for core organisations. Where there was no alignment between the social media ... |
cebook) targeted at sectors of society that may contain information brokers, thus delegating the tailoring of information. In doing so, core organisations embody elements of both the community logic (reaching out to the community) while reinforcing the top-down logic (a single source of truth).
For the heat campaign, ... |
raphic groups. A sample of these practices is summarised in Appendix D.
However, enacting social media in this way is constrained by availability of the necessary resources: ‘so, you know…there is so much more potential for us to get, you know, to get to a point where we're using the technology in its optimum sense’ (... |
, so we went with that [Facebook]’ (PO9).
Embodiment and magnification of the community logic through social media is most prominent in community groups that exist in hybrid physical-online form. Their information practices are centred around local sensemaking, user-generated content, and local intelligence gathering.... |
rt on their Facebook group: ‘I'll usually put something up that's relevant to our area’ (PO11). This in turn becomes a starting point for local sensemaking by users (e.g., of a community Facebook page).
There'll be a Bureau of Meteorology extreme weather warning, we'll put that up [on our Facebook group page] and then... |
some of the official information that was coming out was inaccurate…I think it said the landslip was six kilometres north and it was six kilometres south, or whatever it is. So, we just posted whatever we had, and the community posted back on that one and said this information is not correct (PO9).
This process allows... |
): ‘a lot of our work with the elderly has to [be] done face-to-face’ (PO5). These organisations may use social media for everyday activities such as fundraising or general community messaging, but in emergencies, the urgency means that information is instead shared offline. They compartmentalise their use of social me... |
ople too (PO9).
For other organisations the transient nature of their organisational role does not lend itself well to continuous contributions to and monitoring of social media. For this reason, community organisations that deal with vulnerable groups need to provide accurate information but also look out for potenti... |
formation from core organisations is shared and that the trusted periphery organisation brand (e.g., NGO) is used to echo the information:
If it [information relevant to an emergency] is just posted on another page on social media, no we wouldn't [repost it], it would have to come from someone that, not a person that ... |
part of that puzzle and get that right… And it's about wellbeing, it's around people taking humanitarian action, looking after your neighbours, all that kind of stuff. But anything to do with safety, we leave that up to the authorities because that's really important messaging about your safety. And that's getting bet... |
fire, a community organisation found that expectations increased among its constituents and the wider community. It subsequently reverted the page to private. These two cases reveal that fully abiding by the community logic can put periphery organisations in an uncomfortable position.
Similarly, another community orga... |
s received from the central organising agency through its own channels, including Twitter and Facebook. This strategy is set in an established memorandum of understanding with the state-level central organising agency. As noted in the quote below, the private firm works closely with government agencies. Unlike many of ... |
istent. It is also relevant to contexts where the enactment of social media has an impact on legitimacy formation (Illia et al., 2022).
Following recent research, we move away from institutional theory studies that have kept technology and institutions separate. Indeed, Berente and Seidel (2022) argue that historicall... |
and also shows how technology may redraw the links between institutions and practice (see Figure 3). We believe the model is helpful in theorising the interplay between multiple organisations, logics and technology in an organisational field beyond the context of our research setting.
Like other models of technology e... |
unity engagement) and the societal demands for hyper-contextualised information.
F I G U R E 3 The interaction between organisational field, logics and digital technology.
Our findings uncover diverse practices, adaptation and switchin... |
d actors compete over the norms that will guide organisational behaviour. In our work, core organisations felt their legitimacy in the informational ecosystem being eroded by social media and periphery organisations. As a response, some organisations attempt to undermine the community logic (Gawer & Phillips, 2013). Th... |
aramount. For information systems research, our work contributes theoretically by underscoring the resilience of institutional logics against technological influence; technology does not automatically allow organisations to escape the invisible chains of their deeply embedded values, practices, or position either easil... |
embody the community logic in their enactment of social media. Where periphery organisations embody the community logic, they and their constituents undertake their own local sensemaking and information creation, often using information from core organisations as a starting point. Social media is used to build a local ... |
phery organisations experienced sending out contradictory messages, inflated citizen expectations, and a misalignment with resources. The affordance to engage with communities through social media at scale—such as the use of Facebook pages to answer questions to build local sensemaking—often backfired for periphery org... |
i.e., core organisations recognise that periphery organisations are becoming ‘go to’ sources of information in emergencies). In this way, peripheral organisations can engage in boundary work to contest and redefine a field (Schneiberg, 2002; Zietsma $\&$ Lawrence, 2010) and use digital technology to do so (Oberg et al.... |
ks what happens when multiple organisations with competing logics enact digital technology concurrently and in diverse ways.
This multi-voiced perspective is captured in Figure 4. It shows that taken individually, the practice of any core or periphery organisation offers limited ability to address the broad informatio... |
drant, labelled as ‘centralising’ are in line with the ‘one source, one message’ approach but result in information lacking contextualisation. The practices in the top-right quadrant, ‘brokering’, capture core organisation attempts to engage with specific groups but which result in information potentially lacking reach... |
ions for practice
Our investigation makes important contributions to practice as well as theory building. Practitioners in the emergency sector have long engaged with questions concerning information provision and the role of technology. Yet research has tended to confine the study of practices to single organisations... |
nd role of existing logics and information practices is critical to how we live with and manage the increasing impact, rate and scale of environmental emergencies (EASAC, 2018; IPCC, 2012). Existing emergency management structures may not be able to respond to concurrent, diverse or mega emergencies, along with the lik... |
llenge of information dissemination, misinformation, and ‘infodemic’ is magnified (Karanasios, 2022; Zarocostas, 2020). These contexts necessitate a trade-off between maintaining consistent operations among core organisations while being mindful of rapidly changing circumstances in the field.
# 5.4 Limitations and fut... |
examine settings where there is a greater prevalence of the community logic, which social media may magnify. Future studies may wish to narrow the focus to a type of event as each type may have different levels of intensity, cover small or large areas, be easy or difficult to contain, and have varying social impacts (B... |
ased on our findings, we articulate a theoretical model that explains the reciprocity between logics and the enactment of social media within an organisational field. Our model furthers understanding on the interaction between logics and technology and is relevant to the enactment of digital technology across a range o... |
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gies. His research draws and expands on activity theory, an area in where he is recognised as an international expert. He has published in leading information systems journals such as the Journal of the Association of Information Systems, Information Systems Journal, European Journal of Information Systems, and MIS Qua... |
agement at RMIT University. He is also a research fellow at Central Queensland University's Appleton Institute. He undertakes human factors and organisational psychology oriented research, mainly in the emergency management sector. His research largely focuses on teamwork, decision-making, and developing expertise thro... |
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