1、<p>　　字?jǐn)?shù)：英文2632單詞，15772字符；中文5082漢字</p><p>　　出處：Felix R, Rauschnabel P A, Hinsch C. Elements of strategic social media marketing: A holistic framework[J]. Journal of Business Research, 2017,70: 118-126.&

2、lt;/p><p><b>　　外文文獻(xiàn)：　</b></p><p>　　Elements of strategic social media marketing: </p><p>　　A holistic framework</p><p>　　Abstract Social media marketing is an

3、 integral element of 21st-century business. However, the literature on social media marketing remains fragmented and is focused on isolated issues, such as tactics for effective communication. The current research applie

4、s a qualitative, theory-building approach to develop a strategic framework that articulates four generic dimensions of strategic social media marketing. Social media marketing scope represents a range from defenders to e

5、xplorers, social media</p><p>　　Key Words: Strategic social media marketing; Holistic framework; New media; Definition of social media marketing; Social media strategy; Digital marketing</p><p>

6、　　1.Introduction</p><p>　　Understanding the role of social media in the context of marketing is critical for both researchers and managers (e.g. Fong & Burton, 2008; Kumar, Bezawada, Rishika, Janakiraman

7、, & Kannan, 2016; Schultz & Peltier, 2013). Most existing studies focus on particular issues, such as purchase behavior (Chang, Yu, & Lu, 2015; Kumar et al., 2016; Relling, Schnittka, Sattler, & Johnen, 2

8、016), customer relationship management (Trainor, Andzulis, Rapp, & Agnihotri, 2014), brand management (Asmussen, Harrid</p><p>　　The current article aims to address this theoretically and managerially im

9、portant research gap by exploring the following two research questions: How is strategic social media marketing defined and conceptualized? and What factors demand consideration when constructing an organization's so

10、cial media marketing strategy? Specifically, this research attempts to define the continua on which critical strategic social media marketing decisions lie and to integrate them into a holistic framework.</p><

11、p>　　2.Methodology</p><p>　　The study employed a two-stage research design. The first stage consisted of in-depth interviews (Fontana & Frey, 1998) with seven European social media marketing experts wh

12、o possess both national and international experience in social media marketing. Following a purposive sampling strategy (Lincoln & Guba, 1985), experts were recruited according to their job position, experience, and

13、direct exposure to social media marketing practices in real industry settings. Seeking depth rather than breadt</p><p>　　The second stage of the data collection procedure consisted of a qualitative survey of

14、 social media marketing experts (Miles & Huberman, 1994). The survey data were used not for confirmation but as a new and independent qualitative data source with a focus on triangulating the information obtained thr

15、ough the depth interviews and online surveys (Jack & Raturi, 2006). Respondents came from a list of 265 social media marketing experts identified through managerially focused magazines, through inte</p><p&

16、gt;　　Table 1 Summary of stage 2 informants</p><p>　　aHow much experience do you have in the following areas? (1 = no experience at all; 7 = highly experienced)</p><p>　　Respondents were asked to

17、 (1) define social media marketing, (2) discuss self-selected best and worst practice examples of social media marketing, (3) discuss success factors and success metrics, and (4) describe their ideal implementation of so

18、cial media marketing in a self-selected organization. The survey employed common design techniques (Smyth, Dillman, Christian, & Mcbride, 2009), such as adding large answer fields and asking respondents to be as spec

19、ific as possible, to increase responden</p><p>　　3.Findings</p><p>　　Fig. 1 shows the strategic social media marketing framework with its four central dimensions. </p><p>　　Fig. 1.

20、Strategic social media marketing framework.</p><p>　　First, social media marketing scope addresses the question whether companies use social media marketing predominantly for communication with one or a few

21、stakeholders or comprehensively (both externally and internally) as a genuine tool for collaboration. Defenders use social media marketing primarily as a one-way communication tool to entertain consumers or to inform sta

22、keholders, rather than integrating employees or community groups. Conversely, explorers are interested in an authentic social </p><p>　　Second, social media marketing culture distinguishes between conservati

23、sm, which is represented by an encapsulated, traditional, mass advertising approach to social media marketing, and modernism, which is characterized by a more permeable, open, and flexible social media marketing culture.

24、</p><p>　　Third, social media marketing structure addresses the organization and departmentalization of the social media marketing assignment in the firm. Hierarchies stand for a centralized approach with a

25、clearly defined social media marketing assignee. Networks represent an organizational structure in which all employees are responsible for social media marketing, and thus a dedicated social media marketing director is n

26、o longer necessary.</p><p>　　Fourth, social media marketing governance refers to how the company establishes rules and guidelines and how social media marketing responsibilities are controlled in the company

27、. The extreme position of autocracy describes a situation with precise regulations on who in the company is allowed to interact on social media platforms. Conversely, anarchy represents a situation without any such rules

28、 or guidelines.</p><p>　　The current research focuses on the extremes of each continuum, but, in general, firms likely choose (intentionally or unintentionally) a position somewhere between the poles on each

29、 dimension. For example, companies need to find a position on social media marketing governance that neither regulates everything employees are allowed to say nor leaves them without any guidance on which to base their r

30、esponsibilities or behaviors. Fig. 1 also suggests that decisions on social media marketing should</p><p>　　4.Discussion and implications</p><p>　　This research addresses the absence of a holist

31、ic framework for strategic social media marketing. A review of the marketing literature reveals several approaches regarding aspects of strategic marketing such as customer relationship management (e.g., Payne & Frow

32、, 2005) or marketing organization (Workman, Homburg, & Gruner, 1998). However, few articles address the strategic marketing of social media, and none put forth a holistic social media marketing framework.</p>

33、<p>　　While extant research related to social media marketing investigates social media mostly through the lens of a particular marketing problem (e.g. Fong & Burton, 2008; Kim & Ko, 2012; Kumar et al., 2016

34、) or witha focus on customers and communication (e.g., Chang et al., 2015), the findings of this study reveal four general social media marketing dimensions that firms should address when conceptualizing or managing thei

35、r strategic social media marketing approach. As the findings indicate, these di</p><p>　　4.1.A new definition of social media marketing</p><p>　　This research suggests a new definition of social

36、 media marketing: Social media marketing is an interdisciplinary and cross-functional concept that uses social media (often in combination with other communications channels) to achieve organizational goals by creating v

37、alue for stakeholders. On a strategic level, social media marketing covers an organization's decisions about social media marketing scope (ranging from defenders to explorers), culture (ranging from conservatism to m

38、odernism), stru</p><p>　　4.2.Implications for social media marketing scope</p><p>　　Social media marketing provides firms with an opportunity to use social media to build relationships with cust

39、omers, employees, communities, and other stakeholders (i.e., when they act as explorers). At the same time, firms may choose to view social media as simply another communications channel through which they can push infor

40、mation to customers (i.e., when they act as defenders). Though potentially creating value for customers, the defender approach does not take advantage of the opportunitie</p><p>　　4.3.Implications for social

41、 media marketing culture</p><p>　　Management and organizational behavior researchers (Zheng et al., 2010) as well as marketing academics and practitioners (Deshpandé & Farley, 2004) recognize the im

42、portance of culture and organizational climate for financial and non-financial firm performance. The current research emphasizes the importance of culture for social media marketing. Companies engaging in social media ma

43、rketing must acknowledge that stakeholders can take control of and manipulate social media content (Labrecque et al.</p><p>　　4.4.Implications for social media marketing structure</p><p>　　Extan

44、t marketing research investigates how the elements of marketing should be organized according to a firm's structural characteristics, such as formalization, centralization, and specialization (e.g., Olson, Slater, &a

45、mp; Hult, 2005). Consequently, social media marketing structure focuses on responsibilities and organizational hierarchies employed to configure social media marketing. Whereas social media marketing governance pertains

46、to who can or should say what in social media, social media mar</p><p>　　4.5.Implications for social media marketing governance</p><p>　　Research on governance usually investigates the structure

47、s, rights, and responsibilities among different employees in organizations (Freeman & Reed, 1983). Information technology (IT) governance, as a sub-discipline of corporate governance, focuses on specifying which indi

48、viduals have the responsibility for making decisions on the use of IT (Brown & Grant, 2005). Whereas IT governance traditionally focuses on the use of IT for work-related purposes, social media can potentially be use

49、d by any em</p><p>　　5.Limitations and future research</p><p>　　Several limitations to the current study suggest potentially fruitful avenues for future research. First, the qualitative approach

50、 reveals four dimensions of strategic social media marketing and identifies the extreme points of each dimension. However, future research could use quantitative approaches to identify the impact of different positions o

51、n each of these dimensions. Research could also investigate the influence of each dimension on firm or social media marketing performance. For example</p><p>　　Future research should also investigate how oth

52、er characteristics, such as culture, the type of firm (e.g., B2B vs. B2C), the industry (e.g., financial services vs. advertising agency), company size, or available resources, influence a firm's “ideal position” on

53、each of the dimensions of strategic social media marketing. Finally, future research could investigate the role of regulatory or self-regulatory bodies (e.g., Word of Mouth Marketing Association) on social media marketin

54、g governance and </p><p>　　6.Conclusion</p><p>　　This study sheds light on the complex nature of strategic social media marketing. Social media marketing, in practice, is too complex to be manag

55、ed and executed exclusively by a single individual or even department. Cross-functional collaborations along the four dimensions of social media marketing are necessary to successfully navigate in this dynamic arena.<

56、/p><p><b>　　中文譯文：</b></p><p>　　戰(zhàn)略性社交媒體營(yíng)銷要素：整體框架</p><p>　　摘要 社交媒體營(yíng)銷是21世紀(jì)商業(yè)的一個(gè)組成部分。然而，關(guān)于社交媒體營(yíng)銷的文獻(xiàn)仍然是零散的，主要集中在單個(gè)問(wèn)題上，如有效溝通的策略。目前的研究采用了定性理論建構(gòu)的方法來(lái)制定一個(gè)戰(zhàn)略框架，闡述了戰(zhàn)略性社交媒體營(yíng)銷的四個(gè)一般維度。社交

57、媒體營(yíng)銷范圍涵蓋了從保守派到激進(jìn)派，社交媒體營(yíng)銷文化包括保守主義和現(xiàn)代主義的兩極，社交媒體營(yíng)銷結(jié)構(gòu)介于層次結(jié)構(gòu)和網(wǎng)狀結(jié)構(gòu)之間，社交媒體營(yíng)銷治理從專制到無(wú)秩序狀態(tài)。通過(guò)對(duì)戰(zhàn)略性社交媒體營(yíng)銷的全面概念化和定義，本研究提出了一個(gè)超越現(xiàn)有營(yíng)銷理論的整體框架。此外，管理人員可以應(yīng)用該框架，按照其整體的企業(yè)使命和目標(biāo)，將他們的組織定位在這四個(gè)維度上。</p><p>　　關(guān)鍵詞：戰(zhàn)略性社交媒體營(yíng)銷；整體框架；新媒體；社交媒體

58、營(yíng)銷的定義；社交媒體策略；數(shù)字營(yíng)銷</p><p><b>　　1.引言</b></p><p>　　了解社交媒體在市場(chǎng)營(yíng)銷方面的作用，對(duì)于研究人員和管理者至關(guān)重要（例如方和伯頓，2008；庫(kù)馬爾，Bezawada，Rishika，Janakiraman和卡納安，2016；舒爾茨和佩爾蒂埃，2013）。大多數(shù)現(xiàn)有研究主要集中于特定的問(wèn)題，例如購(gòu)買行為（常，于和路，20

59、15；庫(kù)馬爾等人，2016；雷林，Schnittka，薩特勒和約嫩，2016），客戶關(guān)系管理（特雷納，Andzulis，拉普和Agnihotri，2014），品牌管理（阿斯姆森，Harridge-March，Occhiocupo和法夸爾，2013），創(chuàng)新管理（Gebauer，F(xiàn)üller和Pezzei，2013）和員工招聘（西韋特森，尼爾森和Olafsen，2013）。雖然這些研究詳細(xì)介紹了營(yíng)銷和管理背景下的社交媒體知識(shí)專業(yè)領(lǐng)

60、域的進(jìn)步，但現(xiàn)有文獻(xiàn)并沒(méi)有為戰(zhàn)略層面的社交媒體營(yíng)銷提供整體框架。這一缺陷令人驚訝，因?yàn)閷W(xué)術(shù)界（拉布雷克，vor dem Esche，Mathwick，諾瓦克和霍法克，2013；舒爾茨和佩爾蒂埃，2013；亞達(dá)夫和帕夫洛，2014）和從業(yè)人員（Divol，埃德爾曼和薩拉贊，2012）認(rèn)識(shí)到新的復(fù)雜性伴隨</p><p>　　本文旨在通過(guò)探索以下兩個(gè)研究問(wèn)題，來(lái)解決這一理論和管理上的重要的研究空白：戰(zhàn)略性社交媒體營(yíng)銷

61、如何定義和概念化？在構(gòu)建組織的社交媒體營(yíng)銷策略時(shí)，需要考慮哪些因素？具體來(lái)說(shuō)，這項(xiàng)研究試圖界定關(guān)鍵戰(zhàn)略性社交媒體營(yíng)銷決策的連續(xù)性，并將它們集成到一個(gè)整體框架中。</p><p><b>　　2.方法</b></p><p>　　該研究采用了兩階段研究設(shè)計(jì)。第一階段包括深入采訪七名歐洲社交媒體營(yíng)銷專家，他們?cè)谏缃幻襟w營(yíng)銷方面擁有豐富的國(guó)內(nèi)外經(jīng)驗(yàn)（豐塔納和和弗雷，1998

62、）。按照立意抽樣策略（林肯和古巴，1985），根據(jù)職業(yè)崗位、經(jīng)驗(yàn)和直接接觸實(shí)際行業(yè)環(huán)境中的社交媒體營(yíng)銷時(shí)間，招募了專家。尋求深度，而不是廣度，第1階段的樣本量與定性研究范式相適應(yīng)，相對(duì)較小的樣本量被用來(lái)生成信息豐富的數(shù)據(jù)（巴頓，1990）。所有參與者都同意錄音采訪（25至60分鐘），產(chǎn)生了117頁(yè)雙倍行距的逐字抄本。</p><p>　　數(shù)據(jù)收集程序的第二階段包括對(duì)社交媒體營(yíng)銷專家的定性調(diào)查（邁爾斯和胡伯曼，19

63、94）。調(diào)查數(shù)據(jù)不是用于確認(rèn)，而是作為一個(gè)新的和獨(dú)立的定性數(shù)據(jù)來(lái)源，重點(diǎn)是通過(guò)深度訪談和在線調(diào)查獲得的信息來(lái)進(jìn)行三角測(cè)量（杰克和熱圖銳，2006）。受訪者來(lái)自管理重點(diǎn)雜志確定的265名社交媒體營(yíng)銷專家的名單，通過(guò)商業(yè)雜志的采訪，或者因?yàn)樗麄儽环Q為知識(shí)淵博和經(jīng)驗(yàn)豐富的個(gè)人溝通專家。電子郵件請(qǐng)求連同兩個(gè)提醒一起發(fā)送給所有專家，這產(chǎn)生了50份調(diào)查反饋（回復(fù)率=18.9％）。由于不完整的答案或社交媒體營(yíng)銷在受訪者的日常工作中扮演次要角色，七個(gè)數(shù)

64、據(jù)集被取消。最終樣本包括43名受訪者（年齡：平均值=37歲；標(biāo)準(zhǔn)差=9歲；男性74％；歐洲88％），其職位和/或行業(yè)具有各種不同的背景。</p><p>　　表1 第2階段受訪者匯總表</p><p>　　a你在以下幾個(gè)方面有多少經(jīng)驗(yàn)？（1=根本沒(méi)有經(jīng)驗(yàn)；7=經(jīng)驗(yàn)豐富）。</p><p>　　受訪者被要求（1）定義社交媒體營(yíng)銷，（2）討論自主選擇的社交媒體營(yíng)銷的最佳

65、和最差的實(shí)踐示例，（3）討論成功因素和成功指標(biāo)，（4）描述他們?cè)谧灾鬟x擇的組織中理想的社交媒體營(yíng)銷的實(shí)施。調(diào)查采用了常見的設(shè)計(jì)技術(shù)（史密斯，迪爾曼，克里斯琴和邁克布萊德，2009），例如，增大應(yīng)答區(qū)域，要求受訪者盡可能地回答具體，以增強(qiáng)受訪者提供細(xì)節(jié)的意愿。</p><p><b>　　3.結(jié)果</b></p><p>　　圖1顯示了戰(zhàn)略性社交媒體營(yíng)銷框架及其四個(gè)中心

66、維度。</p><p>　　圖1.戰(zhàn)略性社交媒體營(yíng)銷框架</p><p>　　首先，社交媒體營(yíng)銷范圍解決了這個(gè)問(wèn)題，即企業(yè)是否將社交媒體營(yíng)銷作為一種真正的協(xié)作工具，主要是與一個(gè)或幾個(gè)利益相關(guān)者或全部（外部和內(nèi)部）進(jìn)行溝通。保守派主要使用社交媒體營(yíng)銷作為一個(gè)單向的溝通工具，以?shī)蕵?lè)消費(fèi)者或通知利益相關(guān)者，而不是整合員工或社區(qū)團(tuán)體。相反，激進(jìn)派感興趣的是基于與如客戶、雇員、供應(yīng)商和政府代理人等許

67、多不同的利益相關(guān)者的互惠互動(dòng)而建立的真正的社交媒體營(yíng)銷協(xié)作。</p><p>　　第二，社交媒體營(yíng)銷文化區(qū)分了保守主義和現(xiàn)代主義，保守主義的社交媒體營(yíng)銷文化的特征是封閉的、傳統(tǒng)的、大眾化的廣告方式，而現(xiàn)代主義的社交媒體營(yíng)銷文化的特征是更具滲透性、開放性和靈活性。</p><p>　　第三，社交媒體營(yíng)銷結(jié)構(gòu)涉及到企業(yè)社交媒體營(yíng)銷任務(wù)的組織和部門。層次結(jié)構(gòu)是指具有明確定義的社交媒體營(yíng)銷受讓人的

68、集中式方法的結(jié)構(gòu)。網(wǎng)絡(luò)結(jié)構(gòu)是指所有員工都對(duì)社交媒體營(yíng)銷負(fù)責(zé)的組織結(jié)構(gòu)，因此不再需要一個(gè)專門的社交媒體營(yíng)銷主管。</p><p>　　第四，社交媒體營(yíng)銷治理是指公司如何制定規(guī)則和指導(dǎo)方針，以及如何在公司內(nèi)控制社交媒體營(yíng)銷責(zé)任。專制的極端立場(chǎng)描述了一個(gè)精確的規(guī)則，允許公司在社交媒體平臺(tái)上與誰(shuí)進(jìn)行互動(dòng)。相反，無(wú)秩序狀態(tài)代表著一種沒(méi)有任何規(guī)則或準(zhǔn)則的情況。</p><p>　　目前的研究主要集中在

69、每個(gè)連續(xù)體的極端，但總的來(lái)說(shuō)，公司可能會(huì)選擇（有意或無(wú)意地）在每個(gè)維度的兩極之間的某個(gè)位置。例如，公司需要在社交媒體營(yíng)銷治理方面找到一個(gè)位置，既不規(guī)范員工所允許說(shuō)的任何事情，也不讓他們?cè)跊](méi)有任何指導(dǎo)的情況下承擔(dān)責(zé)任或行為。圖1還表明，關(guān)于社交媒體營(yíng)銷的決策是由企業(yè)內(nèi)部的影響力（例如，總體愿景、使命、企業(yè)目標(biāo)、企業(yè)文化、可用資源）引導(dǎo)的，而這反過(guò)來(lái)又與外部影響力（例如，如社區(qū)、競(jìng)爭(zhēng)、政府監(jiān)管）相一致。</p><p&g

70、t;<b>　　4.討論和啟示</b></p><p>　　這項(xiàng)研究解決了戰(zhàn)略性社交媒體營(yíng)銷缺乏整體框架的問(wèn)題。對(duì)市場(chǎng)營(yíng)銷文獻(xiàn)的回顧揭示了戰(zhàn)略營(yíng)銷方面的幾種方法，如客戶關(guān)系管理（例如，佩恩和弗勞，2005）或營(yíng)銷組織（沃克曼，洪堡和格魯納，1998）。然而，很少有文章涉及到社交媒體的戰(zhàn)略營(yíng)銷，也沒(méi)有提出一個(gè)整體的社交媒體營(yíng)銷框架。</p><p>　　雖然與社交媒體營(yíng)

71、銷相關(guān)的現(xiàn)有研究主要是通過(guò)特定營(yíng)銷問(wèn)題的角度來(lái)研究社交媒體（例如，方和伯頓，2008；金和柯，2012；庫(kù)馬爾等人，2016），或者側(cè)重于客戶和溝通（例如，常等人，2015），這項(xiàng)研究的結(jié)果揭示了社交媒體營(yíng)銷的四個(gè)一般維度，企業(yè)在構(gòu)思或管理他們的社交媒體營(yíng)銷策略的方法時(shí)，應(yīng)該需要考慮這四個(gè)維度。研究結(jié)果表明，這四個(gè)維度是相互依賴的，企業(yè)應(yīng)該努力在這四個(gè)維度上以一種綜合的方式定位自己，而不是把它們當(dāng)作孤立的、獨(dú)立的決策。</p>

72、;<p>　　4.1.社交媒體營(yíng)銷的新定義</p><p>　　這項(xiàng)研究提出了社交媒體營(yíng)銷的新定義：社交媒體營(yíng)銷是一個(gè)跨學(xué)科和跨功能的概念，它利用社交媒體（通常與其他通信渠道相結(jié)合）來(lái)實(shí)現(xiàn)組織目標(biāo)，為利益相關(guān)者創(chuàng)造價(jià)值。在戰(zhàn)略層面上，社交媒體營(yíng)銷涵蓋了一個(gè)組織的以下決策：社交媒體營(yíng)銷范圍（從保守派到激進(jìn)派），社交媒體營(yíng)銷文化（從保守主義到現(xiàn)代主義），社交媒體營(yíng)銷結(jié)構(gòu)（從層次結(jié)構(gòu)到網(wǎng)絡(luò)結(jié)構(gòu)），社交媒體

73、營(yíng)銷治理（從專制到無(wú)秩序狀態(tài)）。</p><p>　　4.2.社交媒體營(yíng)銷范圍的啟示</p><p>　　社交媒體營(yíng)銷為企業(yè)提供了一個(gè)機(jī)會(huì)，利用社交媒體與客戶、員工、社區(qū)和其他利益相關(guān)者建立關(guān)系（即當(dāng)他們作為激進(jìn)派時(shí)）。同時(shí)，企業(yè)可能會(huì)選擇將社交媒體視為簡(jiǎn)單的另一個(gè)通信渠道，通過(guò)這些渠道，可以將信息推送給客戶（即當(dāng)他們作為保守派時(shí)）。盡管可能會(huì)為客戶創(chuàng)造價(jià)值，但是通過(guò)現(xiàn)代關(guān)系營(yíng)銷的傳播，保

74、守派的方式并沒(méi)有利用在客戶、員工、利益團(tuán)體、政府和其他利益相關(guān)者的網(wǎng)絡(luò)中建立真正關(guān)系的機(jī)會(huì)（佩恩和弗勞，2005）。然而，激進(jìn)派的做法可能會(huì)要求企業(yè)重新界定組織中不同利益相關(guān)者的角色。</p><p>　　4.3.社交媒體營(yíng)銷文化的啟示</p><p>　　管理和組織行為研究人員（鄭等人，2010）以及營(yíng)銷學(xué)者和從業(yè)人員（德什潘德和法利，2004）認(rèn)識(shí)到，文化和組織氣氛對(duì)金融和非金融企業(yè)績(jī)

75、效的重要性。目前的研究強(qiáng)調(diào)文化對(duì)于社交媒體營(yíng)銷的重要性。從事社交媒體營(yíng)銷的公司必須承認(rèn)，利益相關(guān)者可以控制和操縱社交媒體內(nèi)容（拉布雷克等人，2013）。因此，企業(yè)應(yīng)該考慮在保守主義和現(xiàn)代主義之間進(jìn)行權(quán)衡，保守主義為重要的品牌結(jié)構(gòu)提供了更多的控制，而現(xiàn)代主義意味著消費(fèi)者希望與表現(xiàn)出更進(jìn)步、更有滲透性的文化公司建立聯(lián)系和接觸。</p><p>　　4.4.社交媒體營(yíng)銷結(jié)構(gòu)的啟示</p><p>

76、;　　廣泛的營(yíng)銷研究調(diào)查如何根據(jù)公司的結(jié)構(gòu)特征，如形式化、集中化和專業(yè)化，來(lái)組織營(yíng)銷要素（例如，奧爾森，斯拉特爾和霍特，2005）。因此，社交媒體營(yíng)銷結(jié)構(gòu)的重點(diǎn)是配置社交媒體營(yíng)銷的職責(zé)和組織層次結(jié)構(gòu)。社交媒體營(yíng)銷治理涉及到，誰(shuí)可以或應(yīng)該在社交媒體中說(shuō)什么，社交媒體營(yíng)銷結(jié)構(gòu)側(cè)重于誰(shuí)負(fù)責(zé)在這些媒體上發(fā)布信息和與客戶互動(dòng)。受訪者強(qiáng)調(diào)，企業(yè)應(yīng)該整合社交媒體營(yíng)，使其符合企業(yè)的總體戰(zhàn)略。受訪者確定了可以從層次結(jié)構(gòu)或網(wǎng)絡(luò)結(jié)構(gòu)中產(chǎn)生的不同優(yōu)勢(shì)。但是，他

77、們建議在組織中正式討論有關(guān)誰(shuí)負(fù)責(zé)與客戶、積極分子和權(quán)威人士在線進(jìn)行互動(dòng)的具體決策。</p><p>　　4.5.社交媒體營(yíng)銷治理的啟示</p><p>　　治理研究通常調(diào)查組織中不同員工的結(jié)構(gòu)、權(quán)利和責(zé)任（弗里曼和里德，1983）。信息技術(shù)（IT）治理作為公司治理的一個(gè)子學(xué)科，其重點(diǎn)是確定哪些個(gè)人有責(zé)任對(duì)IT的使用作出決定（布朗和格蘭特，2005）。盡管IT治理傳統(tǒng)上側(cè)重于將它用于與工作有

78、關(guān)的目的，但社交媒體可能被任何雇員（公司授權(quán)訪問(wèn)）以及非官方（個(gè)人帳戶訪問(wèn)）所使用。因此，應(yīng)用于社交媒體營(yíng)銷的IT治理研究的適用性是有限的。一些公司已經(jīng)提出了教育員工的想法，即通過(guò)社交媒體營(yíng)銷指導(dǎo)，來(lái)對(duì)個(gè)人和公司使用“不良”社交媒體造成相關(guān)后果進(jìn)行培訓(xùn)（林蓋和策法斯，2013）。然而，將社交媒體指導(dǎo)方針和治理建設(shè)納入到社交媒體營(yíng)銷的整體框架中是新穎的。在學(xué)術(shù)文獻(xiàn)中，員工在其他領(lǐng)域促進(jìn)品牌（從而提高企業(yè)價(jià)值）方面的作用很有代表性（莫哈特，

79、赫佐格和托姆恰克，2009）。萬(wàn)博宣偉（2014）最近的研究表明，一個(gè)被稱為“員工行動(dòng)主義”的新興的運(yùn)動(dòng)，其中三分之一的受訪者是社交媒體活動(dòng)家，他們維護(hù)自己的雇主，并在線宣傳公司。員工可以更好地理解消費(fèi)者和產(chǎn)品的需求，可以滿足這些需求，并且能夠有效地在網(wǎng)上宣傳和推廣公司。這些技術(shù)使得幾乎所有的員工都能擁護(hù)這家公司。例如，時(shí)</p><p><b>　　5.限制和未來(lái)研究</b></p&

80、gt;<p>　　目前研究的一些局限性為未來(lái)研究提供了前進(jìn)的方向。首先，定性方法揭示了戰(zhàn)略性社交媒體營(yíng)銷的四個(gè)維度，并確定了每個(gè)維度的極點(diǎn)。然而，未來(lái)的研究可以使用量化方法來(lái)確定不同的位置對(duì)這些維度的影響。研究還可以調(diào)查每個(gè)維度對(duì)企業(yè)或社交媒體營(yíng)銷績(jī)效的影響。例如，研究可以嘗試隔離每個(gè)維度對(duì)結(jié)果變量的影響，如消費(fèi)者-品牌參與（舒爾茨和佩爾蒂埃，2013），或者更具體地說(shuō)，新媒體品牌參與（亨尼希-圖勞等人，2010）。第二個(gè)

81、限制是歐洲（尤其是德國(guó)）的受訪者在分析中的過(guò)度代表性。以前的研究探討了消費(fèi)者使用社交媒體的跨文化差異（波諾夫和李，2008；世界新聞媒體網(wǎng)絡(luò)，2015）。此外，現(xiàn)有的研究主張，根據(jù)不同的消費(fèi)者情況，將社交媒體內(nèi)容融合到目標(biāo)文化中（蔡和美恩，2012）。因此，在將框架推廣到其他文化背景時(shí)應(yīng)該謹(jǐn)慎。未來(lái)的研究可能會(huì)決定文化或經(jīng)濟(jì)方面的因素是否對(duì)擬議的框架增加了維度，或者它們是否只需要對(duì)四個(gè)維度采取不同的方法。</p><

82、p>　　未來(lái)的研究還應(yīng)該探討如文化、公司類型（例如B2B與B2C）、行業(yè)（例如，金融服務(wù)與廣告代理）、公司規(guī)?；蚩捎觅Y源等其他特征如何在戰(zhàn)略性社交媒體營(yíng)銷的每個(gè)維度上影響公司的“理想位置”。最后，未來(lái)的研究可以調(diào)查監(jiān)管機(jī)構(gòu)或自律機(jī)構(gòu)（例如，口碑營(yíng)銷協(xié)會(huì)）對(duì)社交媒體營(yíng)銷治理的作用，以及企業(yè)如何通過(guò)取代這些要求來(lái)創(chuàng)造價(jià)值，并形成核心競(jìng)爭(zhēng)力。</p><p><b>　　6.結(jié)論</b>&l