An underlying assumption in the business environment is that Enterprise Social Networks(ESNs) can be seen in the same light as open social networks like Google Plus or Facebook. This assumption, if proven false, could be very impactful for company management.
This is especially true because we are still early in the adoption curve for ESNs, and even those companies who have adopted them already have not been operating ESNs long enough to see subtleties in the outcomes. Specifically, I am thinking terms of disclosure, teamwork, collaboration, trust etc.
Furthermore, in a post-internet economy, managers and staff are moving more and more of their work online, and in the future ESNs are likely to be very strategic in terms of the development of social capital and trust within and between companies and staff/management. It would be important for companies to know how the introduction of ESNs impacts the development of trust within their teams, and which aspects of trust are impacted.
This would help them to structure and operate their ESNs more effectively in the future. Finally, it would be important to know how companies can impact the development of ESN participant’s trust by using technologies that offer social presence.