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Organizations are increasingly implementing enterprise social networks (ESNs) for improved communication and collaboration, as well as enhanced knowledge sharing and innovation among employees. However, the paradoxical relationship between ESN implementation and the promised benefits has been attributed to employees' underutilization. Our research focuses on factors influencing employees' decision to use ESN in their work role and draws on case studies of two multinational professional service firms (PSFs) based in Australia. Qualitative data were collected during ten semi-structured interviews with employees from both organizations, to determine their perceptions of ESN usage and capture the factors that influence their use behavior. The findings illustrate that the likelihood of ESN use is significantly influenced by technological, organizational, social and individual factors. A successful ESN use within an organization involves the nexus between these four factors and recommendations are made, as guidelines for organizational actors about how ESNs usage can be increased. [ABSTRACT FROM AUTHOR]

Indigenous tourism has become an important, albeit niche, part of Australia's tourism industry, supported by Federal, State and Territory governments seeking to leverage tourism as an economic o p p o rtu n ity for indigenous peoples while concomitantly providing a 'product' point of difference for the country. While there have been a number of demand driven studies of indigenous tourism, with few exceptions, little attention has been given to supply side capacity and in particular, the nature, scope and development of indigenous tourism businesses. Indeed, little is known about the factors that drive or inhibit the development of these businesses. Therefore in-depth interviews were undertaken with seven indigenous tourism business operators from Queensland, Australia with the goal to explore indigenous tourism operators' perceptions of what constitutes drivers and inhibitors of their business. The main drivers of indigenous toui ism businesses were found to include training and knowledge, product development and funding. Identifying and understanding these factors will assist business operators to effectively prioritize them and in turn, will be better equip indigenous tourism businesses to develop and operate in an increasingly global and competitive industry. [ABSTRACT FROM AUTHOR]