Agility in marketing teams: An analysis of factors influencing the entry decision into a trendy social network

Agili y in ma ke ing eams: An analysis o ac o s in luencing he en y
decision in o a endy social ne wo k
I zia Ol a
*
, Ca men Cama e o , Rebeca San Jos´
e
Uni e si y o Valladolid, Facul ad de Ciencias Econ´
omicas y Emp esa iales, A enida del Valle Esgue a, 6 – 47011, Valladolid, Spain
ARTICLE INFO
Keywo ds:
Social media ma ke ing
Ma ke ing agili y
Social media adop ion
UTAUT
Fuzzy-se Quali a i e Compa a i e Analysis
( sQCA)
ABSTRACT
Gi en he ise o new social ne wo ks, companies mus decide whe he o inco po a e each new ne wo k in o
hei social media ma ke ing s a egy. This esea ch analyses he ac o s ha in luence a b and’s en y in o a
endy social ne wo k, in eg a ing wo adi ional pa adigms o inno a ion adop ion – he TOE and he UTAUT–
wi h he concep o ma ke ing agili y, o inco po a e he s a egic pe spec i e o ma ke ing depa men s. We
conduc a mixed me hods app oach, h ough a ocus g oup wi h manage s and a quan i a i e analysis based on a
ques ionnai e wi h a sample o 161 manage s, complemen ed wi h a sQCA o iden i y speci ic con igu a ions o
ac o s ha de e mine ha en y. The s udy alida es ma ke ing agili y’s ele ance, emphasising he impo ance
o ma ke moni o ing beyond speed. Th ee company cha ac e iza ions a e p oposed, including di e ences in
expec a ions, e o pe cep ions, and compe i o s in luence. We o e an explana o y model o he adop ion
condi ions o echnological inno a ions unde aken by ma ke ing depa men s, applicable o u u e inno a ions
in communica ion ools.
1. In oduc ion
The global discou se su ounding he exponen ial g ow h o social
media usage and i s p o ound impac on businesses has been ongoing o
yea s. Social media has become an indispensable elemen o any b and,
and s a egies de eloped in social ne wo ks a e now key pilla s o he
g ow h o mos b ands in he online en i onmen (Kuma e al., 2016;
Ma chand e al., 2021). Ye he po olio o a ailable social ne wo ks is
by no means s a ic, since new ones a e cons an ly eme ging and because
hey expe ience di e en le els o g ow h. The mos ecen one o
expe ience conside able g ow h and o posi ion i sel as one o he main
social ne wo ks in e ms o size is TikTok, which was bo n in 2017 and
which is now su passed only by Ins ag am and Facebook (Table 1). I
boas s o e one billion ac i e use s (The Gua dian, 2022) and was he
mos ins alled app in 2022, wi h 672 million downloads (S a is a, 2022).
Whe eas he decision aced by b ands a ew yea s ago conce ned
whe he o no o en u e in o he ealm o social media on a gene al
scale, he cu en challenge lies in selec ing which speci ic pla o ms o
pa icipa e in once a gene al p esence has been es ablished.
Pa allel o his, p e ious li e a u e has ocused on explo ing social
media ma ke ing as a new ool o be inco po a ed by a i m’s business
communica ion s a egy. Consequen ly, he p ocess o adop ing social
ne wo ks o he i s ime has been ex ensi ely s udied (Aspasia and
Ou ania, 2014; Dahnil e al., 2014; Kuma e al., 2019; Shal oni, 2017;
Siamagka e al., 2015), and he s a egies de eloped and hei e ec-
i eness (Balaji e al., 2023; Felix e al., 2017; Godey e al., 2016;
Lipsman e al., 2012) ha e been analysed om an ope a ional poin o
iew. Thus, he ques ion o deciding whe he o no o be p esen in
social ne wo ks is no longe ele an , gi en ha he la e ha e es ab-
lished hemsel es as an indispensable ool (Fo bes, 2023). Ha ing
ecognized companies’ gene alized adop ion and he ele ance o social
ne wo ks in business esul s, and conside ing he cons an eme gence o
new social ne wo ks, academic in e es mus now go a s ep u he and
e ol e owa ds he cu en business eali y (Dwi edi e al., 2021). The
key ques ion now lies in he abili y o disce n whe he a new social
ne wo k i s in wi h a company’s s a egy, whe he i makes sense o
adop i , and whe he alloca ing esou ces o i is jus i ied. Fu he mo e,
he decision conce ning whe he o no o en e a new social ne wo k is
amed wi hin he opic o explo ing how use ul in o ma ion echnolo-
gies a e as a sou ce o compe i i e ad an age and can he e o e be
conside ed a esea ch p io i y (Mikale and Pa eli, 2017). Howe e , his
c ucial aspec abou social media ma ke ing s ill lacks he necessa y
esea ch a en ion: hence he impo ance o add essing his esea ch gap
in o de o con ibu e o he ongoing li e a u e on social media
* Co esponding au ho .
E-mail add esses: [email p o ec ed] (I. Ol a), [email p o ec ed] (C. Cama e o), [email p o ec ed] (R. San Jos´
e).
Con en s lis s a ailable a ScienceDi ec
Jou nal o Business Resea ch
jou nal homepage: www.else ie .com/loca e/jbus es
h ps://doi.o g/10.1016/j.jbus es.2024.115054
Recei ed 22 Sep embe 2023; Recei ed in e ised o m 5 No embe 2024; Accep ed 5 No embe 2024
Jou nal o Business Resea ch 187 (2025) 115054
A ailable online 14 No embe 2024
0148-2963/© 2024 The Au ho (s). Published by Else ie Inc. This is an open access a icle unde he CC BY-NC license (
h p://c ea i ecommons.o g/licenses/by-
nc/4.0/ ).
ma ke ing.
The cu en pape he e o e looks a he combina ion o ac o s ha
will lead companies who al eady ha e a social media s a egy o decide
whe he o no o en e a new social ne wo k. This is a challenging
p ocess, since i in ol es making decisions ha imply adap a ion a he
depa men al le el in a con ex o unce ain y. The ques ion o be
add essed is he e o e: unde wha condi ions do ma ke ing depa men s
decide o en e a new social ne wo k? Wha do hey alue when making
such a decision? Ou aim is o explain he decision ha b ands ake when
conside ing en y in o a new social ne wo k –wi h speci ic ocus on
TikTok– gi en he cu en g ow h i is expe iencing (Fig. 1). Speci ically,
we seek o model his decision, es ablishing he key a iables ha wield
signi ican in luence o e he en y decision, in o de o be able o d aw
conclusions ha allow b ands o ac wi h g ea e ce ain y when he new
social ne wo k successo eme ges.
I we unde s and he eme gence o a new social ne wo k as a ech-
nological inno a ion –a no el ool ha b ands can use o enhance o
sus ain hei ma ke p esence– hen he Technology-O ganiza ion-
En i onmen (TOE) o e s a gene al analysis amewo k, while he
UTAUT (Uni ied Theo y o Accep ance and Use o Technology) model
p o ides speci ic a iables o unde s and adop ion p ocesses (Venka esh
e al., 2003). Howe e , while his model p o es e ec i e in examining
echnology adop ion, i o e looks he possible impac o cha ac e is ics
ela ed o o ganiza ional aspec s ha may p o e o be pi o al (Dahnil
e al., 2014). The cha ac e is ics o ma ke ing depa men s –in e ms o
hei abili y o lis en o and espond o changes in he en i onmen and
he ma ke – ha e a signi ican impac on decision-making. This in lu-
en ial ac o is e e ed o in he ma ke ing li e a u e as he concep o
ma ke ing agili y, and we p opose inco po a ing i in o de o cap u e i s
impac on he decision-making p ocess analysed. The lack o gene al
esea ch explo ing en y in o a new social ne wo k as an inno a ion in
company communica ion leads us o p opose his concep ual amewo k
o ou esea ch. In addi ion, by applying quali a i e analysis h ough
ocus g oups, we alida e he ele ance o hese concep s and ailo hem
o ou speci ic esea ch con ex .
This s udy is ele an om bo h a heo e ical and a p ac ical poin o
iew. Theo e ically, his esea ch aims o p opose a use ul model ha
can e ec i ely p edic he s a egic decisions o companies en e ing
social ne wo ks – he eby con ibu ing o he exis ing li e a u e. Mo e-
o e , by in oducing he concep o ma ke ing agili y, we inno a i ely
p opose an ex ension o he UTAUT model ha i s in be e wi h com-
panies’ echnology adop ion han i s p e ious e sions and, mo e spe-
ci ically, in ma ke ing depa men s. F om a b oade pe spec i e, his
esea ch is also ele an because o i s con ibu ion o de eloping he
gene al li e a u e on social ne wo ks and o cu en unde s anding o
social ne wo ks as a s a egic ool ha may ha e a signi ican impac on
business esul s (in con as o he ac ical app oach o p e ious li e a-
u e). F om a p ac ical s andpoin , his modelling app oach seeks o
p o ide ma ke ing depa men s wi h ac ionable insigh s, allowing hem
o iden i y and ocus on key in e nal aspec s ha a e c ucial o suc-
cess ully na iga ing and e alua ing en y in o u u e social ne wo ks (as
well as o he ma ke ing ools) as hey eme ge. By es ablishing clea ly
de ined c i e ia, ma ke ing depa men s can e ec i ely p epa e and
adap o hese e ol ing digi al landscapes.
The esea ch is s uc u ed as ollows. We begin wi h a comp ehensi e
li e a u e e iew on social media ma ke ing, ma ke ing agili y, he TOE
app oach and he UTAUT model, and which se es as he heo e ical
ounda ion o he s udy. We hen in oduce he esea ch me hodology,
wi h a jus i ica ion o adop ing he sequen ially mixed me hods
app oach. Subsequen ly, he a icle desc ibes he s udies ca ied ou .
The i s s udy is quali a i e and is based on he ocus g oup echnique.
Table 1
Bi h, ac i e use s, and g ow h o he p incipal social ne wo ks.
Social
Ne wo k
Bi h Mon hly ac i e use s 2024
(millions)
G ow h wo ldwide
2022–2023
LinkedIn 2003 310 4.19 %
Facebook 2004 3,049 2.30 %
Twi e (now
X)
2006 619 −3.90 %
Ins ag am 2010 2,000 5.47 %
TikTok 2016 1,562 10.50 %
Sou ce: own elabo a ion wi h da a om S a is a (2024).
Fig. 1. Social ne wo k g ow h wo ldwide 2021–2024.
I. Ol a e al.
Jou nal o Business Resea ch 187 (2025) 115054
2
In he second s udy, he hypo heses a e jus i ied, and a ques ionnai e is
used o collec da a o a quan i a i e analysis based on logis ic eg es-
sion is conduc ed. Finally, we employ a uzzy-se Quali a i e Compa -
a i e Analysis ( sQCA), p o iding a mo e in-dep h and de ailed
explana ion o he esul s ob ained. Finally, he a icle concludes wi h a
discussion sec ion, p esen ing he s udy’s conclusions, limi a ions, and
u u e esea ch pe spec i es.
2. Li e a u e e iew
The use o social ne wo ks as pa o companies’ digi al s a egies has
gained inc easing impo ance due o he o me ’s immense po en ial
(Banno e al., 2017). The concep o social media ma ke ing e e s o
he use o social ne wo ks by companies o b ands o achie e speci ic
business objec i es, wi h a ocus on alue c ea ion wi hin hese pla -
o ms (Felix e al., 2017). One key cha ac e is ic o social media ma -
ke ing is he ease and cos -e ec i eness i o e s b ands in es ablishing
connec ions wi h use s (Kim and Pa k, 2013; Moe and Fade , 2004),
enabling pe sonalized one- o-one in e ac ions (Li e al., 2023b). This
enables in e ac i i y, which is impossible h ough o he media channels.
Fu he mo e, he con en gene a ed by b ands on social ne wo ks exe s
a angible impac on essen ial business-le el me ics o he company,
such as spending, c oss-buying and p o i abili y (Kuma e al., 2016).
Social media li e a u e has ex ensi ely examined social ne wo ks
om i e dis inc pe spec i es (Li e al., 2023a): as a p omo ion and
selling ou le (Hennig-Thu au e al., 2015; Rohm e al., 2013; Spo s
e al., 2014), as a communica ion and b anding channel (Choi e al.,
2018; Zhang e al., 2017), as a moni o ing and in elligence sou ce (Fei
e al., 2013; Moe and Schweidel, 2017; Schweidel and Moe, 2014), as a
CRM and alue co-c ea ion pla o m (Heiden eich e al., 2015; Wang
e al., 2016; Wang and Kim, 2017) and inally, as a gene al ma ke ing
and s a egic ool (B ink, 2017; Mahmoud e al., 2020; Ryd´
en e al.,
2015; Siamagka e al., 2015). Ou esea ch is si ua ed wi hin he
amewo k o he la e app oach, which highligh s he s a egic alue o
social ne wo ks wi hin ma ke ing s a egy and hei impac on company
s uc u e (Wu e al., 2020). F om his pe spec i e, he li e a u e has
ocused on s udying ini ial adop ion o i s en y on social ne wo ks as
pa o a company’s digi al ans o ma ion p ocess (Ve hoe e al.,
2021). A b and’s decision o adop social ne wo ks is in luenced by
di e en ac o s ha can a ec his decision ei he posi i ely o nega-
i ely (Felix e al., 2017). These ac o s ha e been explained by he
Technology Accep ance Model (TAM) and he heo y o esou ces
(Siamagka e al., 2015), o in e ms o o ganiza ional aspec s such as a
company’s sensemaking capaci y (Ryd´
en e al., 2015). Howe e , as ye
he e a e no s udies ha combine aspec s o he echnology and speci ic
a iables ha a ec he beha iou o o ganiza ions and hei de-
pa men s. Mo eo e , he e a e no s udies ha analyse en y in o a new
social ne wo k when he b and al eady has a cu en social ne wo k
s a egy.
This wo k aims o explo e company adop ion o social ne wo ks by
ex ending he models o echnology adop ion o include depa men al
a iables. While p io s udies employ wo dis inc app oaches –TAM and
sensemaking– o explain gene al adop ion in social ne wo ks, ou s udy
p oposes a combined app oach ha conside s he complemen a i y be-
ween inno a ion adop ion models and ma ke ing agili y wi hin a mo e
gene al amewo k – he Technology-O ganisa ion-En i onmen (TOE).
Ou wo k ep esen s he i s app oach o he ele ance o he concep o
ma ke ing agili y is-`
a- is he s a egic communica ion decisions made
by ma ke ing depa men s.
2.1. Technology-O ganiza ion-En i onmen (TOE) app oach and uni ied
heo y o accep ance and use o echnology (UTAUT)
An app op ia e heo e ical amewo k o s udy he inco po a ion o
new in o ma ion and communica ion echnologies in companies is he
Technology-O ganiza ion-En i onmen (TOE) app oach p oposed by
To na zky and Fleische (1990). Acco ding o his app oach, he e ec-
i eness o a business decision depends on i s i in in e nal and ex e nal
ac o s, such ha adop ing a echnology should ake in o accoun
en i onmen al, o ganiza ional, and echnological ac o s. Technological
ac o s e e o he cha ac e is ics o he echnology ha can in luence
he adop ion p ocess. O ganiza ional ac o s a e he cha ac e is ics o
he o ganiza ion, such as i m size, s uc u e, o a ailable esou ces and
capabili ies. En i onmen al ac o s a e cons ain s and oppo uni ies o
echnological inno a ions ha s em om o he ac o s –mainly indus y-
o ma ke - ela ed ac o s (Wang e al., 2010).
Al hough his gene al amewo k is conside ed app op ia e o un-
de s and he decision o adop an inno a ion (Abed, 2020; Dehghani
e al., 2022), i does no speci y speci ic ac o s o a iables, bu a he
depends on he con ex in which he s udy is conduc ed (Wang e al.,
2010). Based on his heo e ical app oach, we hus p opose an explan-
a o y amewo k o b and en y in o new social ne wo ks g ounded on
he UTAUT app oach, which i s in o he TOE app oach.
Since i s o mula ion (Venka esh e al., 2003), he uni ied heo y o
echnology accep ance and use (UTAUT) has become he gene alized
model o explain he in en ion o adop and he e ec i e adop ion o a
echnology. This model is able o g oup he eigh main heo ies o
echnology accep ance: he echnology accep ance model, he heo y o
easoned ac ion, he mo i a ional model, he PC u iliza ion model, he
inno a ion di usion heo y, he heo y o planned beha iou , a model
ha combines he echnology accep ance model and he heo y o
planned beha iou , and he social cogni i e heo y.
The UTAUT model posi s ou basic de e minan s o echnology
accep ance: e o expec ancy, pe o mance expec ancy, acili a ing
condi ions, and social in luence. Pe o mance expec a ions e e o he
belie ha he adop ion and use o a pa icula echnology will b ing
posi i e esul s (B own e al., 2016; Venka esh e al., 2003). Fo hei
pa , e o expec a ions ela e o he ease o use o he echnology o be
adop ed (Venka esh e al., 2003). Bo h e o and pe o mance expec-
a ions a e closely ela ed, and lowe e o expec a ions imp o e pe -
o mance expec a ions in he online con ex (Chaouali e al., 2016).
Facili a ing condi ions e lec he ex en o which an in as uc u e is
conside ed o exis –in e ms o o ganiza ion and echnology– ha a-
ou s he use o he sys em o be adop ed (Venka esh e al., 2003).
Finally, social in luence e e s o he deg ee o which an indi idual
pe cei es ha o he s belie e ha one should be using he ool o sys em
(Venka esh e al., 2003). I e e s o he psychological p inciples ha
in luence beha iou (Rasho e, 2007).
Al hough he e a e subsequen upda es o he model (UTAUT2 and
UTAUT3), hey ocus on inco po a ing a iables ha p o ide alue om
he consume pe spec i e: hedonic mo i a ion, p ice alue, and habi in
he case o UTAUT2 (Venka esh e al., 2012), and pe sonal inno a i e-
ness in UTAUT 3 (Fa ooq e al., 2017). The i s UTAUT app oach is
he e o e mo e sui able om he poin o iew o o ganiza ions. Mo e-
o e , applying he UTAUT model o p edic an o ganiza ion’s echnol-
ogy adop ion is consis en wi h he TOE amewo k. The UTAUT model
i s in wi h his p oposal because e o expec ancy and pe o mance
expec ancy e e o echnological ac o s; acili a ing condi ions allude
o o ganisa ions’ cha ac e is ics, and social in luence is an aspec ha
comes om he en i onmen .
In he speci ic case o company adop ion o social ne wo ks, he
UTAUT model has been used o explain he gene al adop ion o social
ne wo ks by small businesses (Humaid and Ib ahim, 2019), mic o-
businesses (Mandal and McQueen, 2012), and NGOs (Cu is e al., 2010;
Lim e al., 2019). These s udies analyse he decision o inco po a e social
ne wo ks in o he i m’s ma ke ing s a egy om a si ua ion whe e so-
cial ne wo ks we e no p e iously used. Using UTAUT o explain he
in luen ial a iables in his adop ion makes sense o he ex en ha so-
cial ne wo ks can be conside ed an inno a ion –acco ding o Roge s
e al. (2014): “an idea, p oduc , p og am o echnology no used be o e
by he o ganiza ion”.
I. Ol a e al.
Jou nal o Business Resea ch 187 (2025) 115054
3
2.2. Ma ke ing agili y
Since he UTAUT model is mainly gea ed owa ds explaining he
adop ion o inno a ions by indi iduals, when we y o apply his model
o a company’s adop ion o a social ne wo k, we ealize ha i lacks he
impo ance o he momen o adop ion. Joining he ma ke ea lie o
la e –and doing so on he basis o a well- ounded decision– may ha e a
signi ican impac on ei he achie ing o main aining he company’s
compe i i e ad an age (Mikale and Pa eli, 2017; Rod íguez-Pin o e al.,
2011)– hence he impo ance o aking in o accoun he ma ke ing
eam’s agili y in his con ex (Ca bonell and Rod íguez-Escude o, 2009).
As a esul , he concep o ma ke ing agili y is inco po a ed in o he
UTAUT model, which allows he equi ed nuances o be added in o de
o apply he model om a business pe spec i e.
The concep o agili y has ecei ed signi ican a en ion in he
business li e a u e. S a ing om i s classical de ini ion applied o p o-
duc ion (Yusu e al., 1999), i has been adap ed o di e en a eas o
business unde a common p emise: agili y is based on he abili y o
de ec and espond p omp ly o ma ke changes. In he ma ke ing a ea
–whe e ma ke dynamics and consume p e e ences e ol e apidly
(Syed e al., 2020)– agili y has eme ged as a c i ical ac o o e ec i e
o ganiza ional unc ioning. Consequen ly, he e has been a g owing
ocus on agili y om a ma ke ing pe spec i e. Kalaignanam e al. (2021)
de ine ma ke ing agili y as “ he ex en o which an en i y apidly i e a es
be ween making sense o he ma ke and execu ing ma ke ing decisions
o adap o he ma ke ”. This de ini ion allows ma ke ing agili y o be
seen as a dynamic capabili y o he i m (Khan, 2020; Zhou e al., 2019).
Building upon he wo k o schola s who ha e a emp ed o ope a ion-
alize he componen s o ma ke ing agili y (Khan, 2020; Kalaignanam
e al., 2021, Zhou e al., 2019), we can iden i y ou undamen al
componen s o ma ke ing agili y: sensemaking o p oac i i y, speed,
esponsi eness, and lexibili y.
Sensemaking o p oac i i y in ol es he abili y o s udy and analyse
ambiguous and unce ain con ex s (Mai lis, 2005) employing con in-
uous moni o ing p ac ices (Mu e al., 2018). Gi en his de ec ion ca-
paci y, esponsi eness eme ges as ano he c i ical elemen in
companies’ s a egic ma ke ing decision-making. Responsi eness goes
one s ep u he and is unde s ood as he abili y o adjus and espond o
hese eme ging changes (Zhou e al., 2019), he abili y o eac and
decide in he ace o ele an s imuli ha makes i possible o ge i igh
and make a di e ence. In his p ocess, speed plays a c ucial ole in
acili a ing p omp esponses o oppo uni ies iden i ied h ough ma ke
moni o ing (Zhou e al., 2019). Finally, lexibili y wi hin he scope o
ma ke ing agili y e e s o he abili y o espond by e icien ly choosing
he bes al e na i e o possible changes pinpoin ed in he ma ke
(B aunscheidel and Su esh, 2009; G ewal and Tansuhaj, 2001), and o
do so i e a i ely (Kalaignanam e al., 2021). Al hough de ined indi id-
ually, hese componen s collec i ely cons i u e he concep o ma ke ing
agili y.
In he a ea o social media, applica ion o he ma ke ing agili y
concep has been ela i ely limi ed. Exis ing s udies end o ocus on i s
ope a ional aspec s, examining how i a ec s use engagemen (Chuah
e al., 2020) and cus ome -based b and equi y (Gligo and Bozku ,
2021). These s udies app oach he concep h ough speci ic cons uc s,
such as social media agili y (Chuang, 2020) and an page agili y (Chuah
e al., 2020; Mandal e al., 2017).
3. Resea ch me hodology
To b ing us close o he cu en business eali y, he ne wo k ha is
always men ioned in s udies is TikTok –which is jus i ied by he g ow h
his social ne wo k is cu en ly expe iencing (Gua da e al., 2021; He
e al., 2021). Table 1 shows he yea he main social ne wo ks we e
c ea ed, he o al numbe o mon hly ac i e use s in 2024, and he
g ow h expe ienced be ween 2022 and 2023. As can be seen, TikTok is
he younges social ne wo k and has expe ienced he highes g ow h
a e, while also ha ing a high numbe o mon hly ac i e use s (su passed
only by Facebook and Ins ag am).
Addi ionally, Fig. 1 shows a b eakdown o his annual g ow h om
2021 o 2024. While o he social ne wo ks a e expe iencing small
g ow h a es –wi h some e en declining– TikTok s ands ou as he social
ne wo k wi h he highes annual g ow h o e he pas ou yea s.
I s ecen expansion means ha i is a he same ime he ne wo k
wi h he mos incipien a ac ion o esea ch and also he one on which
he leas esea ch has been done. TikTok con en has been cha ac e ized
since i s eme gence by i s en e ainmen -based na u e (Wang, 2020),
especially h ough dancing (Haenlein e al., 2020), always using sho
ideos – he only o ma suppo ed by he pla o m (Haenlein e al.,
2020; Wahid e al., 2023). I is also conside ed an in luence -media ed
model o communica ion, ocused on building social in luence
(Va ada ajan e al., 2022). The ise o o he ypes o con en on he
pla o m has encou aged he en y o companies in o he pla o m, and
which claim o ob ain esul s om i s use om a ma ke ing pe spec i e
(TikTok, 2021). F om a ma ke ing pe spec i e, some s udies ha e been
conduc ed o analyse he impac o con en s a egies on he web. Wahid
e al. (2023) analyse how cha ac e is ics such as he in o ma i e o
emo ional na u e o he message and he use o e bal and non e bal
language in luence use engagemen . Ba a e al. (2023) s udy he de-
e minan s o success in e ms o o iginali y, quali y, quan i y and he
use o humou , while o he esea ch ocuses on con en analysis in
speci ic sec o s, such as media ou le s (Mud a and Ki sa, 2022), spo s
(Su e al., 2020) o luxu y (Cas illo-Abdul e al., 2022).
To in es iga e he de e minan s o he s a egic en y decision in
TikTok, his s udy uses a sequen ial mixed-me hods app oach, employ-
ing bo h quali a i e and quan i a i e da a collec ion and analysis ech-
niques (Vi ek and Nan hagopan, 2021). Speci ically, we apply a
combina ion ha connec s he da a in h ee phases: an explo a o y
design, which ollows a sequen ial dis ibu ion om a quali a i e o a
quan i a i e analysis (phases 1 and 2) and an explana o y design, which
in his case ollows an opposi e sequen ial dis ibu ion, mo ing om he
p eceding quan i a i e analysis o quali a i e analysis (phases 2 and 3).
The use o a sequen ial mixed-me hods app oach is jus i ied o
se e al easons. The explo a o y design is sui able o his s udy as i
allows o he sequen ial examina ion o quali a i e da a h ough a ocus
g oup ollowed by quan i a i e analysis based on da a collec ed h ough
ques ionnai e. This enables us o de e mine he ele ance and applica-
bili y o he heo e ical ounda ions o his esea ch, pa icula ly he
a iables de i ed om he UTAUT model and ma ke ing agili y, wi hin
he speci ic con ex o he s udy.
I is essen ial o unde s and whe he hese a iables a e de e minan
in he eal business con ex and o unde s and whe he hey make sense
when analysed in conjunc ion, since we conside ha hey a e wo
concep s ha con e ge bu ha ha e no been examined oge he
be o e. Mo eo e , his analysis acili a es a con ex ual unde s anding o
he phenomenon and subs an ia es i s ele ance a he business le el,
enhancing he obus ness o he esul s. Following he comple ion o he
quali a i e s udy and he con i ma ion o he a iables’ in e es and
ele ance, he quan i a i e analysis is pe o med wi h con idence in he
app op ia eness o he selec ed a iables. This quan i a i e analysis is
based on a logis ic eg ession ca ied ou on he da a ob ained om a
ques ionnai e dis ibu ed o 161 b and social ne wo k manage s. Sub-
sequen ly, he explana o y design builds upon he p e ious quan i a i e
analysis, as he subsequen quali a i e analysis employing Fuzzy-se
Quali a i e Compa a i e Analysis ( sQCA) p o ides a mo e conc e e,
comp ehensi e, and de ailed explana ion o he esul s ob ained in he
quan i a i e analysis.
4. S udy 1: Quali a i e esea ch
S udy 1 was conduc ed in a eal con ex h ough he use o a ocus
g oup. The p ima y aim o his ini ial s udy was o iden i y he signi i-
can ac o s ha in luence he s a egic decision-making p ocess o
I. Ol a e al.
Jou nal o Business Resea ch 187 (2025) 115054
4
companies when en e ing social ne wo ks. Speci ically, he s udy aimed
o in es iga e he po en ial complemen a i y be ween a iables ela ed
o ma ke ing agili y and he UTAUT inno a ion adop ion model. By
doing so, he s udy sough o de e mine he ele ance and applicabili y
o hese a iables in he con ex o eal-wo ld decisions made by com-
panies when conside ing en y in o social ne wo ks. The seconda y
objec i e o S udy 1 was o d aw conclusions ha se e o ou line he
hypo heses o ou esea ch, which will subsequen ly be a gued in S udy
2.
4.1. Me hodology
S udy 1 adop s a quali a i e esea ch app oach employing he ocus
g oup echnique (Wilkinson, 1998). This s udy seeks o analyse he
pe spec i es o social ne wo k manage s ega ding he decision o en e
social ne wo ks –pa icula ly o b ands ha a e al eady subs an ially
and ac i ely p esen on hese pla o ms– by means o o ganic i m
gene a ed con en , i.e., s a egies ha do no include paid ad e ising
con en , such as ads o in luence campaigns. Selec ing he ocus g oup
me hod o e indi idual in e iews is jus i ied by he desi e o gene a e a
specialized discussion on he opic and o del e deeply in o indus y-
ela ed issues and cu en a ai s which –indi idually in a con e sa-
ion be ween in e iewe and esponden – may no appea . In o he
wo ds, he ac i e lis ening o o he simila p o essionals and he possi-
bili y o in e ening o emphasize issues discussed o o highligh
di e en iewpoin s bene i s he de elopmen o he opics o be
in es iga ed (Thomas e al., 2004). Mo eo e , bea ing in mind ha his
is an explo a o y phase o he esea ch, he use o a ocus g oup is
app op ia e as i enables a p elimina y unde s anding o he phenome-
non p io o conduc ing mo e conclusi e analyses.
The ocus g oup was conduc ed ace- o- ace in No embe 2022. I
was eco ded and subsequen ly ansc ibed, engaging in a con e sa ion
ha las ed one hou and 52 min. I in ol ed he pa icipa ion o eigh
ma ke ing and social media execu i es, ep esen ing companies in he
Spanish ma ke . The selec ed company p o iles ep esen ed di e se
sec o s, including ene gy, spo s, e ailing, media, cul u e, and Fin ech.
Addi ionally, wo p o essionals om digi al ma ke ing agencies we e
included as pa o he ocus g oup. Inclusion o hese p o iles allows o
a compa ison be ween in e nal and ex e nal managemen o social
ne wo ks, which la e se es as a con ol a iable in he quan i a i e
model.
Selec ion o hese p o iles was based on c i e ia o bo h homogenei y
and he e ogenei y. Homogenei y was ensu ed ega ding hei wo k
posi ions wi hin hei espec i e companies, as all pa icipan s held
s a egic oles in social ne wo k managemen and digi al ma ke ing,
making hem expe ienced decision-make s in he opics discussed.
Mo eo e , homogenei y c i e ia we e applied o hei le el o b and
p esence on social ne wo ks –which had o be e y high. In u n, he -
e ogenei y c i e ia we e applied in e ms o he sec o s in which hei
companies ope a ed and hei yea s o p o essional expe ience in he
ield so as o achie e a compa ison o he di e en possible pe spec i es
acco ding o hese a iables.
Table 2 p o ides a desc ip ion o pa icipan s’ p o iles. The ocus
g oup session ollowed a s uc u ed o ma , di iding he opics in o
h ee dis inc g oups: he cu en social ne wo k s a egy employed by
hei espec i e companies, he s a egies employed when en e ing new
social ne wo ks (wi h a speci ic ocus on TikTok), and he ac o s
in luencing he decision-making p ocess o en e ing new ne wo ks
(Table 3). The sc ip was designed wi hou including he UTAUT and
ma ke ing agili y a iables as pa o i in o de o e i y whe he hese
concep s eally eme ged spon aneously.
4.2. Da a analysis
Da a analysis was suppo ed by hema ic analysis. A e a ho ough
eading o he ansc ip , codes we e iden i ied and om hese, hemes
and sub- hemes we e es ablished – ollowing B aun and Cla ke (2006). A
b ie summa y o hese can be seen in Table 4. The insigh s ob ained
om he ocus g oup con e sa ion a e p esen ed below and illus a e
how he di e en hemes and sub- hemes eme ged du ing he
con e sa ion.
Pa icipan s in he ocus g oup acknowledged ha he decision o
en e TikTok was a challenge ha all hei b ands had encoun e ed.
In e es ingly, all he p o iles ep esen ed in he discussion ha e decided
o en e TikTok wi h hei b ands and a e cu en ly on TikTok, excep o
he wo pa icipan s ep esen ing agencies. They ecognize ha no all
he b ands hey wo k wi h ha e ag eed o s a a s a egy on his new
social ne wo k. The limi ed a ailabili y o esou ces and he di icul y
o some clien s in isualising he possible esul s o de eloping a
s a egy on TikTok seem o be he main easons o his decision. The
cons ain s imposed by esou ce limi a ions led o a need o e iciency
Table 2
Desc ip ion o pa icipan s.
B and In o ma ion B and In o ma ion
Ibe d ola Sec o . Supply o elec ic
powe , gas, s eam and ai
condi ioning.
Ma ke . In e na ional
(Spain, Uni ed Kingdom,
USA, B azil, and Mexico)
Social media size. 400 K
Posi ion. Digi al & Social
Media Di ec o
Expe ience. 27 yea s
Ve se Sec o . Fin ech
Ma ke . In e na ional
(Eu ope)
Social media size. 1.5 M
Posi ion. Head o Social
Media and In luence s
Expe ience. Se en yea s
El Co e
Ingl´
es
Sec o . Wholesale and
e ail ade
Ma ke . In e na ional
Social media size. 3.4 M
Posi ion. Digi al
Ma ke ing Di ec o
Expe ience. 19 yea s
SocialMood Sec o . Digi al
ma ke ing agencyClien
(only o agencies). Ron
Ba cel´
o
Ma ke . Na ional
(Spain)
Posi ion. Head o
c ea i e s a egy
Expe ience. 21 yea s
Museo del
P ado
Sec o . Museum
Posi ion. Head o digi al
communica ion
Ma ke . Na ional (Spain)
Social media size. 5 M
Expe ience. 17 yea s
B andC ops Sec o . Digi al
ma ke ing agencyClien
(only o agencies).
Legado Ib´
e ico
Ma ke . Na ional
(Spain)
Posi ion. Chie
Execu i e O ice
Expe ience. 10 yea s
Mo is a
Team
Sec o . Spo s
Ma ke . Na ional (Spain)
Social media size. 2 M
Posi ion. Head o
communica ion
Expe ience. 15 yea s
C´
odigo
Nue o
Sec o . Digi al media
Ma ke . Na ional
(Spain)
Social media size. 1.1 M
Posi ion. Social Media
Manage
Expe ience. Eigh yea s
*Social media size: o al numbe o ollowe s on Ins ag am, Facebook, TikTok
and X ( o me ly Twi e ).
*Clien : mos named clien by he agency du ing he ocus g oup.
Table 3
Focus g oup sc ip .
1. Sho
p esen a ion
Who a e you: educa ion and wo k expe ience, company and
business si ua ion.
2. Cu en
s a egy
Social media accoun s, in ensi y o he s a egy in each
ne wo k, impo ance o each ne wo k, o m o managemen :
ex e nal / in e nal, o m o o ganiza ion and oles.
3. En y s a egy P ocess o assessing en y in o a social ne wo k.
Deg ee o p esence in TikTok and s a egy in he ne wo k:
objec i e and impo ance.
En y decision: how and when. Expec ed / ob ained esul s.
Impac o o he ne wo ks (subs i u ion e ec / syne gies).
O e iew in ela ion o o he ne wo ks.
I. Ol a e al.
Jou nal o Business Resea ch 187 (2025) 115054
5

in decision-making. Consequen ly, b ands alloca ed hei esou ces o
ne wo ks whe e hey could achie e a quicke e u n –pa icula ly hose
pla o ms whe e s a egies we e al eady implemen ed and did no
equi e a signi ican ini ial launch e o .
“The e is eluc ance on he clien ’s pa , a di icul y in unde s anding
wha needs o be done o emb acing a new mindse in some way. And
he e is also a esou ce issue; you ha e o alloca e esou ces o all he
ne wo ks, and he e is an e e -inc easing numbe o ne wo ks. I ’s ime
and money ha hey o en a en’ willing o in es .”
The issue o esou ce a ailabili y spa ks a signi ican deba e
ega ding en y in o TikTok. The e is unanimous ag eemen on he
signi ican ime in es men equi ed o de elop a new s a egy. The
accoun s managed by he pa icipan s in he s udy boas hund eds o
housands o ollowe s, c ea ing an imp ession o ha ing la ge ma ke -
ing eams suppo ing hem. Howe e , his is no always he eali y, as
small eams o en ake on he challenge o en e ing new ne wo ks
wi hou any inc ease in a ailable esou ces. In his con ex , pa icipan s
indi ec ly allude o he no ions o e o and pe o mance expec a ions
ou lined in he UTAUT model a he beginning o he discussion.
The mos no able ad an age in his con ex is ha all ne wo ks a e
cu en ly ending owa ds a common con en o ma : sho ideos.
While his p esen s an oppo uni y by enabling he c ea ion o con en
ha can be sha ed ac oss mul iple ne wo ks, i also poses a challenge.
Social ne wo k manage s mus adap o his new o ma , and i will
equi e hem o acqui e new skills and knowledge. In addi ion o
lea ning how o c ea e con en , hey mus unde s and he inne wo k-
ings o he new social ne wo k, including i s algo i hms and ope a ional
mechanisms. This lea ning p ocess in ol es a signi ican lea ning cu e
as hey amilia ize hemsel es wi h he in icacies o he pla o m.
“We had o lea n o use a social ne wo k no as a use , bu as a p o es-
sional, and ha means you ha e o ha e a deep unde s anding o he
algo i hms. You need o lea n, you ha e o s a ying hings ou and see
wha wo ks.”
Con adic ions do, ne e heless, a ise: some pa icipan s highligh ed
he pe cei ed di icul y o s a ing om sc a ch and acqui ing new skills,
while o he s emphasized he ease o con en c ea ion and he po en ial
o a ial and e o app oach. They a gued ha he con en demanded
by he pla o m does no equi e excessi e e o on he pa o he
b ands o be published. This ease o con en c ea ion and i s c oss-
pla o m applicabili y align wi h he no ion o acili a ing condi ions,
as desc ibed in he UTAUT model.
“A he e o le el, i ’s challenging o us, bu well, we’ e ying.”
“One o he hings ha made us ge in o TikTok is ha homemade con en
is ewa ded. You don’ ha e o edi much, o you can edi quickly, and
hen he e u n is emendous.”
A his s age, he con e sa ion ocused on agili y. The p o iles o he
pa icipan s ep esen a ious companies wi h dis inc sec o s, sizes, and
in e nal o ganiza ional p ocesses. Consequen ly, while some pa ici-
pan s acknowledged hei agili y in execu ion, o he s exp essed con-
ce ns abou hei lack o agili y in decision-making and implemen a ion.
Company size eme ges as a de e mining a iable in hese obse ed
di e ences and pe spec i es.
“Wha we lack mos is agili y, which smalle b ands can ha e.”
All pa icipan s ag eed ha conside ing he ma ke is essen ial when
making en y decisions. They conside ed he impo ance o lis ening o
he ma ke and o unde s anding ends in o de o de e mine he
op imal iming and s a egy o en y, and e en o an icipa e hem. They
iden i ied he essen ial need o be awa e o eal ime, o wha is
happening and changing a all imes in he audience and he ma ke .
“Be o e doing any hing a all, i ’s impo an o ha e a deep s a egic
app oach and o y and unde s and you audience. Because he audience
e ol es and changes, ob iously.”
The eam’s ole was also highligh ed, as di e se pe spec i es and
ideas om hei membe s con ibu e o he de elopmen and imple-
men a ion o e ec i e s a egies. In he case o TikTok, hey ecognized
he momen when Gene a ion Z began mig a ing o he pla o m as a
pi o al poin o e lec ion and o conside ing en y; in sho , no doing
hings wi hou hinking and e lec ing on whe he hei b and has a
place a ha momen in he social ne wo k. These insigh s align wi h he
concep o sensemaking: ha is, a sha ed unde s anding o he ma ke
based on he ma ke lis ening o an icipa e ends and on he ole o
eamwo k.
Du ing he con e sa ion, he concep s o speed and lexibili y –which
a e co e o ma ke ing agili y– also eme ged o ganically. Pa icipan s
ag eed ha con inuously lis ening o he audience and he ma ke is no
only necessa y o ini ial decision-making bu also o ongoing adjus -
men s and adap a ions. The s a egies de eloped mus ha e s uc u ed
hinking behind hem ye mus also allow o cons an adap a ion.
Fu he mo e, speed is de ined as a key elemen o ace all he changes
de ec ed so as o e ec i ely implemen he answe s ha need o be gi en
om a s a egic le el. The need was also men ioned o a solid con-
s uc ion o he b and ha allows quick execu ions wi hou comp o-
mising b and cohe ence.
“F om he e y beginning, he e was a hinking behind i , an ini ial plan.
Then o e ime, as he social ne wo k g ew, we g ew along wi h i and
adap ed ou s a egies.”
And wha is he objec i e o be achie ed by en e ing? B ands
ecognize ha a he cu en ime TikTok is no eady o help companies
imp o e hei business con e sions (in e ms o web a ic and sales).
Ins ead, hei pe o mance expec a ions a e ocused on he long e m. By
en e ing TikTok now, hese b ands aim o es ablish a p esence and o
build a b and s a egy ha posi ions hem o u u e success when he
pla o m e ol es and becomes mo e conduci e o con e sions. Conse-
quen ly, some o hese b ands acknowledge ha hey con inue o allo-
ca e mo e esou ces o o he ne wo ks such as Ins ag am o Pin e es
because hey p o ide hem wi h esul s in he sho e m. TikTok, in
hei iew, is app oached as a s a egic in es men o u u e
Table 4
O e iew o concep s.
Theme Sub- hemes Codes Quo es
Ma ke ing
agili y
Sensemaking Real ime
Changes
En i onmen
Ale
Lis en
“The audience e ol es and
changes, ob iously.”
“You ha e o be awa e o eal
ime.”
Speed Quickly
Reac ion
Time
Be he i s
“We ake in o accoun he speed
o adap quickly. We ha e o
eac .”
Flexibili y Adap
Flex
Adjus men
“We also don’ ule ou changing
ou s a egy a while om now, o
cou se. We always adap ”.
UTAUT E o
expec ancy
Know
P o essional
Lea n
“We had o lea n how o use a
social ne wo k no as a use , bu
as a p o essional. And ha
implies ha you ha e o ha e a
g ea deal o knowledge.”
Pe o mance
expec ancy
Resul s
Failu e
Con e sion
“A lo o people say TikTok isn’
igh o con e sion, o now.”
Facili a ing
condi ions
Easy
P epa a ion
Con en
c ea ion
“You don’ ha e o edi a lo , o
you can edi as , and hen he
e u n is unbelie able.”
Social in luence Compe i o
Socie y
In luence
“You’ e going o be in luenced o
decide o go in. Some imes i ’s
he push om compe i o s, and
some imes i ’s he push om
socie y.”
I. Ol a e al.
Jou nal o Business Resea ch 187 (2025) 115054
6
oppo uni ies a he han as an immedia e sou ce o angible ou comes.
“The day TikTok gene a es he sales esul s o Ins ag am, hen my
s a egy will change adically. Bu o now, I sell a lo on Ins ag am
because ul ima ely wha I wan is o make sales. So, I’ll s ick wi h
Ins ag am.”
Finally, he in luence o ex e nal ac o s on he decision o en e
TikTok beyond he company i sel , i s ope a ions and expec a ions, was
discussed. The e was consensus: bo h compe i ion and socie y can spu
he decision o en e . The concep o social in luence –as p esen ed in he
UTAUT model– esona ed wi h hei e lec ions. In he con ex o social
ne wo ks, compe i ion ex ends beyond companies wi hin he same in-
dus y a ge ing he same audience. Compe i ion now encompasses any
al e na i e con en a ailable on he pla o m. In he case o agencies,
pa icipan s acknowledged ha some clien s –a e obse ing hei
compe i o s– exp ess a desi e o en e TikTok and exe p essu e on he
agencies o do he same. The ole o he agency in hese cases is o ac
conscien iously and no o succumb o a eques i hey lack clea ob-
jec i es. The same si ua ion a ises o b ands ha manage hei ne wo ks
in e nally. When hey see ha o he s a e en e ing and aking ac ion, i
se es as a ca alys o hem o ac p omp ly o a oid alling behind.
“In ou case, i wasn’ so much due o compe i o p essu e, bu because we
saw ha people we e coming and ha we had an audience.”
“This b and has en e ed; his b and has mo e ideas. I ’s ine i able o hink
abou i ; i ’s pu e psychology.”
“When we alk abou benchma king, I belie e i ’s good o look a wha
o he s a e doing, bu wha ’s e en be e is o unde s and why hey a e
doing i .”
This quali a i e analysis allowed us o gain aluable insigh s in o he
esea ch objec i e and o design he quan i a i e s udy. Fi s , he ocus
g oup e ealed he p esence o he main a iables o he UTAUT model
(Venka esh e al., 2003). Pa icipan s men ioned he in luence o ex-
pec ed e o and pe o mance, p e ious lea ning, and he beha iou o
o he b ands. Mo eo e , hey ecognized ha en y may e lec sho -
e m and long- e m pe o mance expec a ions. We he e o e include in
ou p oposal he ollowing a iables: e o expec ancy, sho - e m
pe o mance expec ancy, long- e m pe o mance expec ancy, acili-
a ing condi ions, and social in luence.
Second, in e ms o ma ke ing agili y, pa icipan s e e ed o speed,
lexibili y, and sensemaking, while esponsi eness was no explici ly
men ioned, possibly due o i s close associa ion wi h he o he concep s.
Indeed, eac ing, deciding, and esponding quickly o changes a e as-
pec s ha a e implici o speed and lexibili y. As a esul o his, and
conside ing he eme ging na u e o he concep –wi h mul iple s udies in
o he a eas ha also decided o include some componen s a he han
o he s in e ms o agili y (e.g. Chuah e al., 2020; Gligo and Bozku ,
2021)– we decided o es ablish ou de ini ion o ma ke ing agili y based
on sensemaking, speed, and lexibili y. We also obse ed ha sense-
making implies moni o ing and an icipa ing ends, bu also eamwo k
o app oach decisions om di e se pe spec i es. This unde sco es he
impo ance o s udying bo h aspec s and o de e mining hei ela i e
impo ance in p edic ing b and beha iou when making en y decisions
in a social ne wo k.
5. S udy 2a: Quan i a i e analysis
Based on he s udy a iables de ined and he indings om S udy 1,
he second s udy sough o u he in es iga e and quan i y he esul s
ob ained. While S udy 1 employed a ocus g oup as an ini ial explo a ion
o s a egic decision-making o b and en y in o new social ne wo ks,
S udy 2 applied a quan i a i e app oach h ough ques ionnai e da a o
examine he ac o s iden i ied (UTAUT and ma ke ing agili y), bo h
wi hin he s udy i sel and in i s heo e ical amewo k, hus p o iding a
mo e igo ous analysis. This quan i a i e app oach was designed o
enhance ou unde s anding o he ac o s iden i ied and hei impac on
he decision-making p ocess, he eby o e ing a deepe le el o analysis
and in e p e a ion.
5.1. Hypo heses de elopmen
Following p e ious li e a u e and he esul s o eme ge om he
ocus g oup, we op ed o use he UTAUT model and he concep o
ma ke ing agili y o jus i y ou esea ch hypo heses. Acco ding o he
UTAUT model, adop ion in en ion and subsequen adop ion o a ech-
nology can be explained h ough ou de e minan s (Venka esh e al.,
2003). No ably, pe o mance expec ancy has been ound o ha e a sig-
ni ican posi i e impac on he adop ion in en ion o social ne wo ks
(Tajudeen e al., 2018), pa icula ly in small businesses (Humaid and
Ib ahim, 2019). Compa ed o he es o he a iables in he UTAUT
model, hese expec a ions ha e he s onges in luence on his adop ion
in en ion (Pu iwa and T ipopsakul, 2021). Zhou and Ma saganis (2020)
each he same conclusion: e o expec ancy is a highe -le el cons uc
han he es o he a iables in he model. To e ec i ely p omo e
adop ion, decision-make s need o demons a e he eal u ili y o he
ne wo k. Du ing he ocus g oup discussion, a dis inc ion was made
be ween sho - e m and long- e m pe o mance expec a ions. While he
li e a u e gene ally acknowledges hei o e all in luence, indus y p o-
essionals con end ha when a new ne wo k eme ges, said p o essionals
mus ca e ully e alua e i s po en ial esul s in he immedia e momen ,
which is cha ac e ized by no el y and unce ain y. Simul aneously, hey
conside he long- e m u u e wi h g ea e s abili y and expec a ions.
Based on hese insigh s, we p opose he ollowing hypo hesis:
H1: Pe o mance expec ancy in he sho - e m (H1a) and in he long-
e m (H1b) posi i ely in luence a company’s decision o en e a new
social ne wo k.
Simila ly, he ocus g oup discussion highligh ed he signi icance o
e o expec ancy as a c ucial a iable in he decision-making p ocess o
adop ing a new ne wo k, speci ically emphasizing he need o acqui e
he necessa y knowledge and skills be o e implemen ing a s a egy.
P e ious li e a u e suppo s his no ion, wi h Mandal and McQueen
(2012) inding ha despi e ecognizing he use ulness and po en ial o
ne wo ks such as Facebook, conside able e o is equi ed o c ea e
engaging con en compa ed o o he ad e ising channels such as adio
o ou doo ad e ising. Pu iwa and T ipopsakul (2021) ank pe o -
mance expec ancy as he second mos in luen ial ac o and asse ha
social ne wo ks a e he digi al ma ke ing ool ha equi es he leas
e o o companies o adop . Taking hese insigh s in o accoun , we
p opose he ollowing hypo hesis:
H2: E o expec ancy posi i ely in luences a company’s decision o
en e a new social ne wo k.
Facili a ing condi ions a e ecognized as ano he key elemen in
companies’ in en ion o use social ne wo ks. O ganiza ions ha pe cei e
hei s uc u e as being mo e p epa ed show highe adop ion in en ions
(Zhou and Ma saganis, 2020). This iewpoin aligns wi h he insigh s
sha ed by he p o essionals in ou ocus g oup, who emphasized he
impo ance o capabili ies and he ime equi ed o con en c ea ion,
including idea ion, edi ing, and publishing. Humaid and Ib ahim (2019)
simila ly ind a posi i e in luence o acili a ing condi ions in e ms o
physical esou ces, knowledge and echnical suppo on he in en ion o
adop social ne wo ks. We hus p opose he ollowing hypo hesis:
H3: The exis ence o acili a ing condi ions posi i ely in luences a
company’s decision o en e a new social ne wo k.
The las elemen , social in luence, which is also a classic ac o o he
UTAUT model, appea s o ha e di e en e ec s in he con ex o social
ne wo ks. Some s udies, such as Mandal and McQueen (2012), Va a-
nasakdakul e al. (2020) and Zhou and Ma saganis (2020) ind ha so-
cial in luence is no a signi ican ac o in he o e all adop ion in en ion
o social ne wo ks. They de ine social in luence as he pe cep ion ha
I. Ol a e al.
Jou nal o Business Resea ch 187 (2025) 115054
7
o he s belie e he company should be using social ne wo ks. In con as
–and in line wi h he classical esul s o his a iable applied o o he
a eas ou side social ne wo ks– Humaid and Ib ahim (2019) and
Tajudeen e al. (2018) ind ha social in luence (including in luence
om compe i o s, cus ome s, iends, and amily) has a majo impac on
a company’s in en ion o use social ne wo ks. The ocus g oup also hin s
a his possibili y o in luence –men ioning socie y and compe i ion as
possible d i e s o en y decisions. Al hough p e ious li e a u e s a es
ha he decision o adop social ne wo ks ( he decision o s a using
social ne wo ks) is no in luenced by he social componen , he la e
does possibly play a key ole in he speci ic decision conce ning whe he
o no o en e a new ne wo k; in o he wo ds, deciding o add ano he
social ne wo k o he gene al s a egy. The e o e, we p opose he
ollowing hypo hesis o es his po en ial in luence:
H4: Social in luence posi i ely in luences a company’s decision o
en e a new social ne wo k.
The concep o ma ke ing agili y has no been applied in academic
esea ch o s udies on he adop ion o social ne wo ks bu has only been
used as a cons uc o analyse he execu ion o es ablished ne wo k
s a egies. This means ha in he case o his cons uc , he ocus g oup
acqui es special ele ance in deciding o include a ela ed hypo hesis. I s
key componen s –sensemaking, speed and lexibili y (Kalaignanam
e al., 2021)– we e epea edly men ioned. Sensemaking eme ged as he
need o closely obse e audiences and ma ke condi ions, which played
a c ucial ole in he decision-making p ocess o en e ing a ne wo k.
Sensemaking also implies conside ing mul iple pe spec i es when
moni o ing he ma ke and making decisions. B ands ha ha e ma -
ke ing eams who lis en o he ma ke and who b ing oge he di e en
ideas and pe spec i es in o de o s ay on op o ends will s eal a ma ch
on o he b ands when en e ing new social ne wo ks. Addi ionally,
lexibili y and speed we e highligh ed as essen ial quali ies o adap ing
o changes and making imely decisions, e en an icipa ing ma ke
ends. Due o he con inuous changes ha cha ac e ize he social media
en i onmen , en e ing a new social ne wo k means ha companies mus
be able o adap o change and, i necessa y, quickly implemen new
ac i i ies and p oposals o hei audience. We he e o e p opose he
ollowing hypo hesis:
H5: Ma ke ing agili y –in e ms o sensemaking (H5a), speed (H5b),
and lexibili y (H5c)– posi i ely in luences a company’s decision o
en e a new social ne wo k.
The p oposed hypo heses a e ep esen ed g aphically in Fig. 2.
5.2. Sample and da a collec ion
Da a collec ion o his s udy ook place h ough an online ques-
ionnai e dis ibu ed be ween Decembe 2022 and Feb ua y 2023.
Gi en he no el y and end o he phenomenon o b and en y in Tik-
Tok, we e i ied ha he e we e no signi ican di e ences be ween he
esponses o he i s and las esponden s o he ques ionnai e (
χ
2
(1) =
0.898 (0.343)). P io o i s dis ibu ion, a p e- es o he ques ionnai e
was conduc ed wi h h ee olun ee social ne wo k manage s. The aim
o he p e- es was o iden i y any possible misunde s andings ela ed o
he i ems. Ce ain i ems we e seen o exhibi duplici y in meaning,
leading o hei subsequen emo al om he ques ionnai e.
The a ge audience we e social media depa men manage s in
companies wi h a well-es ablished and s uc u ed p esence in he
Spanish ma ke ’s social ne wo ks –achie ed h ough o ganic means.
S udy pa icipan selec ion was ca ied ou using non-p obabilis ic
judgmen al sampling. Selec ion ollowed s ic ele ance c i e ia in
o de o con ol he cha ac e is ics he eo . Fi s , a lis o companies wi h
a s ong p esence in social ne wo ks in he Spanish ma ke was es ab-
lished. This lis was o de ed by gene al b and ecogni ion in he ma ke .
Once he lis had been es ablished, we iden i ied and con ac ed he
speci ic pe son esponsible o he company’s s a egic decisions in so-
cial ne wo ks. Speci ically, he LinkedIn social ne wo k was used o
iden i y indi iduals holding he desi ed managemen posi ions, and hey
we e subsequen ly con ac ed ia p i a e messages on LinkedIn and
email. A o al o 161 comple ed ques ionnai es we e inally ob ained o
analysis. All he ques ionnai es we e comple ed by he chie ma ke ing
o ice s o social media manage s o he companies.
The sample o his s udy was ca e ully composed o ensu e a di e se
ange o pe spec i es wi hin he model. The pa icipa ing companies
ep esen a ious sec o s, including ood, be e ages, heal h, insu ance,
banking, au omo i e, ashion, leisu e, e-comme ce, pha maceu icals,
mobili y, NGOs, eal es a e, elecommunica ions, ou ism, es au an s,
educa ion, ene gy, cosme ics, and spo s. As o hei ma ke ing eams,
he a e age size is 11 employees ( anging om 1 o 150) and he a e age
numbe o people dedica ed exclusi ely o social media managemen is
ou employees. Among hose who claimed o be egis e ed on he
ne wo k (71 %), 10.6 % egis e ed be o e 2020, 17.4 % in 2020, 18.6 %
in 2021, and 24.8 % in 2022. These igu es a e wo hy o no e in com-
pa ison o when cons an publica ion i s commenced on he ne wo k,
whe e only 4.3 % did so be o e 2020, 9.9 % since 2020, 19.9 % since
2021 and 37.3 % since 2022.
Fig. 2. P oposed esea ch model.
I. Ol a e al.
Jou nal o Business Resea ch 187 (2025) 115054
8
5.3. Measu es and alidi y checks
The ques ionnai e i s asked all subjec s o he deg ee o ag eemen
wi h a se ies o possible ac o s in luencing he o e all s a egic
decision-making p ocess in social ne wo ks in e ms o ma ke ing agil-
i y. We p oposed a scale o 12 i ems o measu e ma ke ing agili y ha
we e ex ac ed and adap ed om he measu emen o sensemaking
p oposed by Mu e al. (2018) and Neill, McKee, and Rose (2007), he
measu emen o speed by Lu and Ramamu hy (2011), and he scale o
lexibili y p oposed by Khan (2020). In a second s age, pa icipan s we e
asked abou he ac o s ela ed o he UTAUT model. Scales measu ing
he a iables o he UTAUT model a e adap a ions o ou s udy con ex
o he scales by Venka esh e al. (2003) o measu e e o expec ancy,
pe o mance expec ancy, and acili a ing condi ions. I ems conce ning
social in luence we e adap ed om S ibe and Cugelman’s (2019) scale.
Fo hese a iables –and gi en ha we ound companies which had
en e ed TikTok and o he s which had no – we needed o adap he e b
ense o some o he i ems o e lec he cu en si ua ion o he com-
pany’s inco po a ion o TikTok. We used p esen and pas enses o
companies which had en e ed, and u u e o condi ional enses o hose
which had no (e.g., “I is use ul in he sho e m” s. “I may be use ul
in he sho e m”).
As con ol a iables, subjec s we e asked abou he numbe o em-
ployees in he company (48 % epo ed less han 50 employees, 52 %
mo e han 50), he numbe o ollowe s in social ne wo ks (44 % e-
po ed less han 100,000; 56 % mo e han 100,000), he o m o man-
agemen o hei social ne wo ks (17 % ex e nally h ough an agency,
83 % in e nally), he eam’s social media expe ience (se en-poin Like
scale), and he eam’s exclusi e dedica ion o social media (se en-poin
Like scale). We analysed he ela ionship be ween he con ol a iables
and ound ha he numbe o ollowe s was posi i ely ela ed o he
eam’s social media expe ience and o i s exclusi e dedica ion o social
media. When an accoun acqui es mo e ollowe s, g ea e eam dedi-
ca ion and expe ise is likely o be equi ed. Ha ing mo e specialised
and dedica ed s a may e en help he accoun s o g ow. As a esul , we
conside ed he numbe o ollowe s as a p oxy a iable o eam expe-
ience and eam exclusi i y and we did no inco po a e hem in o he
eg ession model.
The dependen a iable “en y on TikTok” was e lec ed h ough he
ques ion “Is you b and on TikTok?”, he esponse op ions o which
we e “No”, “Yes, only wi h an ad e ising accoun ”, “Yes, only wi h an
o ganic accoun ” and “Yes, wi h an ad e ising and o ganic accoun ”. In
addi ion o ob aining he esponse o he dependen a iable yes/no, he
possible in o ma ion bias caused by b ands using TikTok wi h a Social
Ads ad e ising accoun bu wi hou o ganic con en was hus a oided.
This a iable was ecoded o ob ain he bina y a iable wi h unique yes/
no alues (29 % no, 71 % yes), emo ing in he “yes” op ion hose who
we e only p esen wi h an ad e ising accoun .
In o de o alida e he dimensions o ma ke ing agili y, we i s
conduc ed an explo a o y ac o analysis (EFA) wi h p incipal axis
ac o ing o e i y ha he i ems e e ing o each dimension we e
g ouped as p oposed in he measu emen scales. EFA (Kaise -Meye
Olkin (KMO) measu e o sampling adequacy =0.786 and Ba le ’s es
o sphe ici y sig. =0.000) e ealed ou ac o s ha e lec ed speed,
lexibili y, and wo dimensions o sensemaking: he capabili y o an ic-
ipa e new ends −sensemaking ad ance −and eams able o in eg a e
di e en pe spec i es and poin s o iew −sensemaking eam. This
esul con i ms he wo aspec s ha co e sensemaking and ha we e
al eady mani es ed in he ocus g oup.
We hen conduc ed a con i ma o y ac o analysis (CFA) wi h hese
ou dimensions as i s -o de cons uc s, which indica ed an accep able
goodness o i (
χ
2
(21) =30.42 (p =0.084), GFI =0.96, AGFI =0.914;
CFI =0.974; RMSEA =0.053). As o he UTAUT a iables, we also
conduc ed an EFA (KMO =0.781; Ba le ’s es sig. =0.000) ha
yielded a i e- ac o solu ion e lec ing he i e cons uc s. We hus
pe o med a CFA using AMOS o alida e he i e scales, wi h esul s
showing an adequa e goodness o i (
χ
2
(79) =132.25 (p =0.000), GFI
=0.906, AGFI =0.857; CFI =0.956; RMSEA =0.065).
Table 5 shows he i ems in he s udy, he desc ip i e s a is ics and he
loadings. We assessed he scales’ eliabili y and e i ied ha composi e
Table 5
Cons uc s and measu es.
Mean SD CFA
loadings
Sensemaking-ad ance (CR:0.825; AVE:0.704)   
We con inuously moni o in o ma ion on new ends
in social ne wo ks.
6.12 1.027 0.779
We an icipa e social media ends be o e hey a e ully
e iden .
4.37 1.461 0.895
Sensemaking- eam (CR:0.797; AVE:0.668)   
We conside all possible pe spec i es when making
decisions abou social media ends.
5.16 1.533 0.930
We make decisions using di e en poin s o iew om
all eam membe s.
5.07 1.791 0.686
Speed (CR:0.861; AVE:0.676)   
We educe as much as possible he ime be ween
decision-making and i s implemen a ion in ou
social media s a egy.
4.99 1.537 0.908
We a e quick o make decisions based on ma ke o
use changes.
4.98 1.539 0.862
We quickly change decisions ha do no p oduce he
expec ed esul s.
5.03 1.575 0.680
Flexibili y (CR:0.864; AVE:0.763)   
We a e lexible in dealing wi h changes ha a ise and
ha may a ec ou s a egy.
5.52 1.295 0.788
When unexpec ed si ua ions a ise, we wo k o make
adjus men s o changes a he han emain s a ic.
6.14 1.012 0.951
Sho - e m pe o mance expec ancy (CR:0.894;
AVE:0.681)
  
I is use ul in he sho e m o he company. 4.43 1.964 0.798
I imp o es ou pe o mance ( esul s) in social
ne wo ks in he sho e m.
4.69 1.877 0.903
I helps o imp o e ou business esul s a he
con e sion le el (conside ing con e sion as he key
business me ic, be i sales, u no e , a ic, e c.) in
he sho e m.
3.72 1.871 0.731
I helps o main ain and/o imp o e ou b and
posi ioning and b anding in he sho e m.
5.45 1.642 0.858
Long- e m pe o mance expec ancy (CR:0.930;
AVE:0.770)
  
I hink i will be use ul in he long e m o he
company.
5.92 1.346 0.948
I hink i will imp o e ou pe o mance ( esul s) in
social ne wo ks in he long e m.
5.80 1.396 0.904
I hink i will help o imp o e ou business esul s a
he con e sion le el. (conside ing con e sion as he
key business me ic, be i sales, u no e , a ic,
e c.) in he long e m.
5.27 1.634 0.793
I hink i will help o main ain and/o imp o e ou
b and posi ioning and b anding in he long e m.
5.98 1.206 0.859
Facili a ing condi ions (CR:0.903; AVE:0.758)   
We ha e enough employees o inco po a e TikTok in o
ou social media s a egy.
3.37 2.002 0.914
We ha e enough ime o inco po a e TikTok in o ou
social media s a egy.
3.39 1.778 0.962
We ha e enough knowledge o use TikTok in ou social
media s a egy.
4.88 1.672 0.717
E o expec ancy (CR:0.852; AVE:0.742)   
How TikTok wo ks ( om a b anding poin o iew) is
easy o unde s and.
4.57 1.731 0.815
Lea ning how o c ea e p o essional-le el con en o
you b and on TikTok is easy.
3.65 1.732 0.906
Social in luence (CR:0.800; AVE:0.678)   
Be o e joining TikTok, we lea ned by obse ing o he
b ands be o e inco po a ing TikTok in o ou
s a egy.
5.00 1.809 0.981
To decide o join TikTok, we compa ed ou sel es o
o he b ands.
4.25 2.000 0.627
*
α
p esen s alues lowe han 0.7 in ou o he cons uc s. Howe e , hey ha e
been e ained in he s udy since in he measu es o CR and AVE hey p esen
adequa e alues.
I. Ol a e al.
Jou nal o Business Resea ch 187 (2025) 115054
9
Acknowledgemen s
This wo k was suppo ed by he Jun a de Cas illa y Le´
on (Spain) and
he Eu opean Regional De elopmen Fund (ERDF) [p ojec e e ence
VA219P20] and by he Minis y o Science and Inno a ion. S a e
Resea ch Agency (Spain) [p ojec e e ence PID2021-123004NB-I00].
The au ho s hank he social media manage s o Mo is a , Ibe d ola,
Museo del P ado, El Co e Ingl´
es, Ve se, C´
odigo Nue o, B andc ops and
Socialmood o hei collabo a ion in he S udy 1.
Da a a ailabili y
Da a will be made a ailable on eques .
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In e na ional Jou nal o Communica ion, 14, 1004–1024.
I zia Ol a, PhD in Ma ke ing a he Uni e si y o Valladolid (Spain). He esea ch o-
cuses on digi al and social media ma ke ing, bo h om a business s a egy and consume
beha iou pe spec i e.
Ca men Cama e o, PhD in Ma ke ing and Business Adminis a ion and P o esso o
Ma ke ing a he Uni e si y o Valladolid (Spain). He esea ch in e es s include business
and consume ela ionship ma ke ing, online consume beha iou , online communi ies
and ma ke ing o he i age and cul u al o ganiza ions.
Rebeca San Jos´
e, PhD in Ma ke ing, is Associa e P o esso a he Uni e si y o Valladolid
(Spain). He esea ch ocuses on ma ke ing communica ions, consume beha iou and
digi al ma ke ing.
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