ENTREPRENEURIAL CULTURE IMPACT ON ACCEPTANCE …...between (1) the entrepreneurial culture, (2)...

http://www.iaeme.com/IJM/index.asp 695 [email protected]

International Journal of Management (IJM) Volume 11, Issue 7, July 2020, pp. 695-721, Article ID: IJM_11_07_061

Available online at http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=7

ISSN Print: 0976-6502 and ISSN Online: 0976-6510

DOI: 10.34218/IJM.11.7.2020.061

© IAEME Publication Scopus Indexed

ENTREPRENEURIAL CULTURE IMPACT ON

ACCEPTANCE AND USE OF SOCIAL MEDIA

TECHNOLOGY: PROPOSAL OF A RESEARCH

MODEL

Dr. Houcine Chatti, Dr. Evan Asfoura

Dar AL Uloom University, Saudi Arabia

[email protected], [email protected]

ABSTRACT Social media technology is one of the most important innovations which affects the

business world, by generating improvements as much tangible than intangible in large

companies and SME. In this paper, we are looking at Social Media technology

through Unified Theory of Acceptance and Use of Technology (UTAUT) to understand

the technology acceptance within entrepreneurial culture dimension. A literature

analysis made possible to formulate an original research model for social media

technology acceptance in tourism industry. The model, thus suggested and confronted

with the KSA context, examines, according to a systematic approach, the relation

between (1) the entrepreneurial culture, (2) individual reactions to the use of social

media, and (3) the intent to use social media. The results obtained highlight that

entrepreneurial culture influences adoption of the social media technology and

confirmed the research model as valid in KSA context.

Key words: Social Media Technology; UTAUT; Entrepreneurial Culture

Cite this Article: Houcine Chatti and Evan Asfoura, Entrepreneurial Culture Impact

on Acceptance and use of Social Media Technology: Proposal of a Research Model,

International Journal of Management, 11(7), 2020, pp. 695-721.

http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=7

1. INTRODUCTION

Like all sectors of economic activity, tourism is confronted with technological change and the

appearance of new communication media. In recent times, the tourism industry worldwide has

witnessed a significant evolution in the use of new information and communication

technologies (Cogné, 2015). These developments have dramatically changed the way things

are done ("know how"), both for tourists and for tourism professionals. Today, there are many

digital media that are increasingly mobile, allowing tourists to connect wherever and

whenever they want.

Entrepreneurial Culture Impact on Acceptance and use of Social Media Technology: Proposal of a

Research Model


The arrival of media and social networks has revolutionized the exchange of information

between individuals, which has become much more interactive. Today's tourist is an e-tourist,

hyper-connected or even ultra-connected (Cogné, 2015). For professionals in the sector, being

present online has become essential. It is a multifunctional medium for communicating as

well as for disseminating and selling the tourist offer.

Social media and networks have become a major component in the social and

organizational life of tourism businesses. Fayon (2010) states, in this sense, that "It took 38

years for radio to reach 50 million users, 13 years for television, 4 years for the Internet...

while Facebook has conquered 100 million members in less than 9 months".

Social media and networks can have an impact on image, perception and customer

relations in the broad sense (Achi and Chibane, 2015), provide useful information on Internet

visitors and on the possibilities of promoting and improving the offer based on the opinions

expressed by users (Besset, 2011; Bourzat, 2012; Nielsen, 2012). Indeed, thanks to the

multiplicity of platforms available for expressing themselves or "posting" images or videos

and the reflex of "twittering", telling about their trip "tripadvisor", discussing on forums and

sharing "good tips" (Travel to do) and good addresses, Internet user-tourists act on the entire

tourist offer, from buying plane tickets, hotel or guest rooms, museums, before, during and

after their stay (Atout, 2015).

Aware of this new reality, tourism businesses are now required to monitor the relevant

media, diagnose where conversations are coming from, measure the quality of

opinions/impressions (Vinnie and Ayuna, 2010), place the "community manager" at the heart

of online and offline marketing systems and conduct an effective interactive policy to increase

his visibility, recognition and the quality of his conversations (Blanchard and Guénard, 2010).

Even today, tourism has not yet fully integrated social networks as a lever for customer

loyalty and the acquisition of new customers, even though some sectors have understood this

(France, 2015).

Treem and Leonardi, (2012) consider social media as a new class of technologies. The

decision to adopt an innovation, in this case social media for the company, is generally made

on the basis of a strategic decision (Kosalge and Tole, (2010). Hutto, Trewhitt & Briscoe

(2011) state that the adoption of new technologies, in this case social media technologies,

depends on many factors such as the type, context, or culture in which the technology is

introduced, and the individual decisions of people in that culture. Several studies have

highlighted the important role of culture in the implementation of technological tools.

(Cooper, 1994). Indeed, and according to Irura & Munjiru, (2013) culture tends to affect the

extent to which companies adopt the use of technology such as Social Media. Research by

Silic and Back (2013), for example, has shown the positive effect of organizational culture on

the adoption of collaboration and unified communications (UC&C) technology. Although

Silic and Back's (2013) study focused primarily on organizational culture as a set of values

and beliefs shared by individuals within an organization (Punnett & Ricks, 1990). Very few

studies to date have examined the impact of organizational culture, in general, and

entrepreneurial culture, in particular, on the adoption of social media (Schlagwein and

Prasarnphanich, 2015). Our research, therefore, will focus on entrepreneurial culture as a

subtype of organizational culture (Conrad, 1999; Dulcic, 2003; Prabhu, 2005; Wong, 2014).

Entrepreneurial culture refers to the organization that has developed a set of values and

practices around a focus on exploiting market opportunities (Smits and Mogos, 2013; Wang,

2014).

In this perspective, which is situated in the paradigm of the contribution of organizational

culture to the process of adoption of information systems in companies, the objective of this

Houcine Chatti and Evan Asfoura


research is to assess the effect of entrepreneurial culture on the adoption of social media in

organizations.

2. THE THEORETICAL FRAMEWORK

The intense and daily use of social media in the daily life of people and companies, as well as

the interest in foreign markets and the digitization of the world, are factors that compel

companies to be present and communicate online (Nielsen, 2012). Social media is a new

phenomenon that has changed the way the business environment operates. These tools are

attractive and affordable to be used as service platforms (Quttainah., 2015), and thus allow the

company to access resources that are not otherwise available. (Jagongo and Kinyua, 2013)

For the company, it is the most economical solution in terms of budget and use since it is

an easy, inexpensive tool that is beneficial to the company if used properly (Qualman, 2009).

These technologies can be used to disseminate information and establish a dialogue with

Internet users (Besset, 2011). A company is no longer protected from a companion that is not

good for its reputation (Gasnier, 2011 cited by (Sakhri., 2014). To this end, it is called upon to

be more aware that interactions with its partners can not only influence its managerial

decision-making (Sakhri, 2014), but can also have an impact on its sustainability and its

relations with the external environment (Helm, 2011). The company should also be aware that

these technologies can help it to develop social relations and improve its human resources

management (recruitment, motivation and staff morale at work) and transform its customer

relations (Van Zyl, 2009). The use of social media technologies in the daily operations of the

company promotes: marketing intelligence, communication, collaboration, innovation and

opportunity (Lorenzo et al., 2009; Arca, 2012; Drouin et al., 2015; Kosalge and Tole, 2010;

Blanchard and Guénard, 2010; Arca, 2012; Chua, 2013). Treem and Leonardi, (2012)

consider social media as a new class of technologies. The decision to adopt an innovation, in

this case social media, is generally made based on the comparison of the expected situation

after adoption with the existing situation (Chatti, 2008).

Much of the work dealing with the adoption of information systems and NICTs has been

based on the Technology Acceptance Model (TAM), or one of the varieties of this model

(Kozar and Larsen, 2003; Mlaiki, 2012; Kouakou, 2014). Rogers' theory of innovation

diffusion (1983 and 1995), which is becoming increasingly robust, as shown by the different

versions that emerged later (Kouakou, 2014), is considered to be the most widely used

theoretical model to date in the field of information systems (Lee et al., 2003).

This model was originally designed to predict the acceptance and use of information

technologies by users in their workplace (Irura and Munjiru, 2013). The GAM offers a

perspective for understanding problems related not only to the adoption and use of

information systems, but also to the appropriation of information systems by users. It

highlights the importance of perception and attitudes, their formation and their influence on

individual behaviour. Davis (1989) has shown, for example, that when a new technology is

shared by users, two important factors influence their decision about how and when they will

use it. The first is perceived utility. It is defined by Davis as "the degree to which a person

believes that the use of a particular system could improve the performance of his or her work.

The second is perceived ease of use. It is defined as the degree to which an individual believes

that the use of a particular system can reduce effort. Nevertheless, Rogers' (1983) model has

some limitations which some work has attempted to address.

According to Chau and Tam (1997), this model does not clearly explain the relationships

between elements relating to individuals' perceptions of the attributes of an innovation and

adoption behaviours. Moreover, it lacks specificity because it is designed to apply to several


Research Model


types of innovations, whereas the adoption of an innovation such as information technology

may have particular characteristics.

In an initial study, Moore and Benbasat (1991) developed a model adapted to the study of

the individual determinants of ICT adoption. They added the concept of image to the

attributes proposed by Rogers and distinguished two dimensions to outreach : the visibility of

the innovation and the possibility of demonstrating its results. In a second study, Moore and

Benbasat (1995) tested their model and demonstrated that voluntarism, existing social norms,

and all of the perceived characteristics of technology were associated with adoption.

Chin and Gopal (1995), for their part, studied the adoption of information systems, this

time introducing the concept of "enjoyment" associated with the use of the system. It was

found that, in addition to the attributes associated with compatibility, relative advantage and

ease of use of the technology, the pleasure associated with its use would influence adoption

behaviour.

In addition, Agarwal and Prasad (1997) confirmed that voluntarism is associated with the

use of information technology. In this case, the only attributes of the technology that influence

its use are visibility, compatibility and testability. This study also measured respondents'

intent to continue using the technology. The determinants of future use of the technology are

its relative advantage and the ability to demonstrate results. Donaldson and duggan (2011), on

the other hand, criticized the fact that AMT reduces the effect of possible intrinsic factors in

the study of ICT adoption.

The Unified Theory of Acceptance and Use of Technology (Venkatesh et al, 2003) or

Unified Theory of Acceptance and Use of Technology (UTAUT) has attempted to address

these problems. It proposes a model based on a large number of constructs, which gives it

great explanatory power for the intention and use of a technology (Venkatesh et al, 2003). The

main interest of this model compared to other models is that, in addition to the explanatory

variables (perceived usefulness, ease of use, social influences, facilitating conditions, and

intention of use) and the variable to be explained (technology use), it proposes moderating

variables (age, gender, experience, and whether the technology is mandatory or voluntary)

that moderate the influence of the explanatory variables in the intention to adopt the

technology.

UTAUT uses the essential elements of eight previously established models (Venkatesh et

al., 2003). It is tested and empirically validated by longitudinal and cross-sectional studies on

technology adoption in different contexts (Anderson and Schwager., 2004; Lin et al., 2004;

Rosen., 2005; Lassoued., 2010; Ouedraogo, 2011; cited by Kouakou, 2014). The empirical

results of this model showed an explanatory power of about 70% of the variance in intention

and 50% of the variance in use (Venkatesh et al., 2003; Ibanescu., 2011). These tests

improved the effectiveness of the model by highlighting five direct determinants of behaviour,

three of which are related to intentions of use and two of which are related to actual use

(Venkatesh et al., 2003): expected performance, expected effort, social influence, facilitation

conditions, and behavioural intention.

The theory of diffusion of innovation has provided (Thong., 1999; cited by Lee and Kim.,

2007) and continues to provide an original theoretical framework for the study of ICT

diffusion and adoption because its aim is to explain how a technological innovation evolves

from the invention stage to the stage of widespread use (Kumar et al., 2002). Thus, the

adoption of IT in general (Lee., 1998) and of some Web 2.0 IT solutions in particular (Kaplan

and Haenlein., 2010), has often been analysed in terms of diffusion of innovations.

In addition, several studies have highlighted the impact of organizational culture on the

adoption of ICT systems. McDermott & Stock (1999), for example, found that organizational



culture (in terms of FVC) has a significant impact on ICT adoption. Iivari and Huisman,

(2007), also found that organizational culture influences the method of information system

development and deployment. Twati and Gammack, (2006) demonstrated that in several

forms of organizations, there is also a direct relationship between organizational culture and

the adoption of information systems. The impact of culture on ICT is, thus, widely considered

significant by a multitude of works (McDermott and Stock, 1999; Leidner and Kayworth,

2006; Twati, 2008; Schlagwein and Prasarnphanich, 2011; Irura and Munjiru, 2013;

Schlagwein and Prasarnphanich; 2014). Hutto et al, (2011) state, in this sense, that the

adoption of new technologies depends on many factors such as the type of technology, the

context or the culture in which the technology is introduced, and the individual decisions of

people from that culture. Indeed, culture tends to affect the ways in which firms adopt

technology (Irura and Munjiru., 2013). El Fidha and Tarifa (2009) have shown that the

strategy of introducing and appropriating technological tools can only succeed in a favourable

cultural context. Social media have different characteristics from other ICTs, such as

commentary functions, content rating and transparency of user behaviour (Kaplan and

Haenlein, 2010), which means that the adoption of "social" ICT systems can have even

stronger societal and cultural implications than many "technical" ICT systems.

Several research works support the existence, on the one hand, of a direct link between

culture and the use of social media technologies (Schlagwein and Prasarnphanich, 2011;

Mlaiki, 2012; El fidha and Trifa, 2013) and, on the other hand, an indirect link as in the case

of the Acceptance Information Systems Theories with their Technology Acceptance Model

(TAM) and their Unified Theory of Technology Acceptance and Use (UTAUT) (Venkatesh et

al...), 2003) .

Silic and Back's (2013) study, for example, focused on organizational culture as a set of

values and beliefs shared by individuals within an organization (Punnett and Ricks, 1990) and

its influence on the adoption of UC & C (Unified Communications and Collaboration)

technologies based on Venkatesh el al's UTAUT model (Venkatesh el al, 2003). They showed

that organizational culture, as a set of values and beliefs shared by individuals within an

organization, significantly influences the adoption of UC & C technology. Since

entrepreneurial culture is considered a sub-culture of organizational culture that helps in the

pursuit of opportunities (Conrad, 1999; Dulcic, 2003; Prabhu, 2005; Wong, 2014), this study

can provide a theoretical foundation for our research to examine the nature of the relationship

between entrepreneurial culture and the use of social media in business (Blanchard and

Guénard, 2010). Based on a systemic approach widely used in management sciences for the

evaluation of ICT (Hssairi, 2001), the theoretical model (Figure 1) developed examines the

relationship at three levels of analysis.

An entry level containing the elements that characterize entrepreneurial culture and

that can influence individual reactions to the use of social media technologies.

A second intermediate level includes factors that describe individual reactions to the

use of social media technologies.

An output level that represents the intention to use social media.


Research Model


Figure 1 The Research Theoretical Model

3. CONCEPTUAL FRAMEWORK OF THE RESEARCH

In this section, we will present our conceptual model that explains the link between

entrepreneurial culture and social media use and then specify the premises to be tested and the

variables to be studied in order to decline or confirm these premises.

3.1. Presentation of the Conceptual Model and Research Premises

Beyond this first modeling approach and the theoretical structuring effort, we will present our

analysis model, which comprises four blocks and is directly derived from the theoretical

context we have just outlined. This work aims to propose an original conceptual model

intended to validate the premises of existing relationships between the concepts characterizing

the three levels of the schema, namely entrepreneurial culture, individual reactions to the use

of social media technologies, and the intention to use social media technologies.

Figure 2 Conceptual Model of the Influence of Entrepreneurial Culture on the Use of Social Media

This reflection may improve the understanding of the more or less effective adoption of

MS, since little work has attempted to discover and understand how these four concepts are

related. The resulting conceptual model (Figure 2) presents several kinds of causal

relationships between the variables at the four conceptual levels. This research is limited to

investigating the existence of three direct causal relationships, with the following premises:

P1: Entrepreneurial culture influences individual reactions to the use of social media

technologies.

P2: Individual reactions to the use of social media influence the intention to use social media.



3.2. Variables in the Search Model

After justifying and describing the conceptual model, the concepts and variables selected for

this study should be defined. The definition of these concepts and variables is useful to

deepen the understanding of each of the conceptual levels and to formulate a normative

framework supporting the problematic of this research.

3.2.1. Variables Relating to Entrepreneurial Culture

The goal of entrepreneurial culture is to enhance the innovative capabilities of employees

within the firm (Hornsby et al, 1999) by embracing uncertainty and risk-taking (Ring et al,

2010) and focusing on the market (Hult et al, 2003; Ralston et al, 2006). Entrepreneurial

culture thus represents an organizational context in which behaviours are undertaken to foster

the pursuit of opportunities with an encouragement of risk taking and initiative (Birkinshaw et

al, 1998). Entrepreneurial culture is thus seen as a path of renewal that allows employees and

managers to redirect their experience and skills toward new entrepreneurial goals (Grenier

and Rollin, 2011).

Entrepreneurial culture is conceived as a multidimensional construction with five facets

(Wong., 2014). These facets have been developed a priori on the basis of (a) an interpretation

of the various definitions of entrepreneurship, (b) definitions and descriptions of

entrepreneurial culture from the academic literature, (c) the integration of knowledge from the

cultural subtypes identified above, and (d) the construction on an understanding of the

phenomenon of organizations with "entrepreneurial cultures" from examples in the

professional literature. These multiple sources were assembled, interpreted and integrated

across 5 dimensions to develop a comprehensive multi-dimensional perspective designed to

fully embrace the concept of entrepreneurial culture. The dimensions organizational

enthusiasm, stakeholder alignment, stakeholder learning and development support,

opportunity for change and cohesion define and explain each facet of entrepreneurial culture

(Wong., 2014). These five dimensions are intended to capture the characteristics and

attributes of entrepreneurial culture.

3.2.1.1. Organizational Enthusiasm

This variable presents a set of values, assumptions, and practices that demonstrate collective

enthusiasm, perseverance, and passion for the organization, its objectives, and goals (Wong,

2014), and is also described by Jarniou (2008) and Zahrane (2013) as curiosity and

enthusiasm manifested through entrepreneurial knowledge. This topic highlights the

company's vision, including the passion and commitment of employees to the company's

visions. This dimension embodies the underlying motivation and the relationship between

enthusiasm and passion to generate or create opportunities. In other words, entrepreneurial

cultures are oriented towards fully understanding the overall mission of the organization,

seizing opportunities and ultimately achieving goals. Misalignment occurs when employees

fail to understand or support the organization's direction (Hatch & Schultz, 2001) cited by

(Wong, 2014). Without organizational enthusiasm, there would be no motivation or reason for

employees to recognize or seize opportunities as there would be a lack of connection or

passion for the work.

3.2.1.2. Stakeholder Alignment

The second variable considered by Wong (2014) as stakeholder alignment refers mainly to the

alignment of customers, suppliers, partners and investors. Stakeholder relationships would not

necessarily be seen as strategic means towards the organization's goal but rather as legitimate

holders of a legitimate right to good organizational management. This retention between


Research Model


employees in the organization and stakeholders is said to be beneficial and equally important

for the capital of the company.

For the company, developing relationships with stakeholders is the basis not only for the

survival of the company in the short term, but also for long-term growth; in other words, for

future opportunities (which are particularly relevant for an entrepreneurial culture). Jones et al

(2007) cited by (Wong, 2014) point to a number of moral virtues that may be relevant, namely

loyalty, reliability, caring, honesty, sincerity and truthfulness. Stakeholder alignment is

defined as a model of values and practices that demonstrate the importance of building and

maintaining mutually beneficial relationships with key stakeholders.

3.2.1.3. Learning & Development Support

This third variable is described by Wong (2014) as a model of values, assumptions and

practices useful for individual and group self-improvement, learning and professional

development. This variable is thus characterized by improving and valuing efforts in a process

of learning and evolving with respect to oneself and others so that employees are more up to

date by following what is new and focusing more on self-perfection.

What is interesting here is that this learning, which is aimed at supporting development, is

specific to the role of entrepreneurial culture, which is supposed to represent the cultural

dimension and encourage people in their organization to acquire and take advantage of new

knowledge, evaluate their own experience and increase their room for improvement (Monsen

& Boss, 2009). Indeed, it is in entrepreneurial cultures that people are generally expected,

albeit occasionally, to have good ideas, are motivated to improve things, and are in search of

new opportunities. It is these cultures that drive people to introduce new ideas and knowledge,

to tolerate failure and to see it as an opportunity to gain experience. To say the least, these

entrepreneurial cultures are there to give people a chance to try to learn and experience (Dutta

& Crossan, 2005).

3.2.1.4. Opportunity Driven Change

Traditionally, research on entrepreneurial culture has emphasized the importance of

innovation and change in organizations (Jarniou, 2008; Wong, 2014). This variable can be

presented as a model of values, assumptions and practices that reflect the willingness to

change in order to identify and develop opportunities. While the previous variable focuses on

self-improvement, the present dimension expresses the fundamental entrepreneurial

characteristics of innovation, creativity and risk-taking in relation to product/service and

process improvement. The notions of developing new ideas and taking a chance to seize new

opportunities are at the heart of entrepreneurial culture.

Zahrane, (2013) extends this dimension to risk-taking in order to be able to seize

opportunities as well as the self-confidence to accept process-related changes in the

organization. However, for entrepreneurial cultures, opportunities can be driven in different

ways towards change that is perceived favorably as long as it serves the interests of the

organization and is seen as energizing, capable of making life easier in the workplace or

improving process efficiency. However, if there is a potential opportunity in the market, or

elsewhere, with partners, the organization must reorganize itself, for example, to seize it.

(Wong, 2014)

3.2.1.5. Cohesiveness

The last variable proposed by Wong (2014) is Cohesiveness in terms of harmony. It was

addressed by asking a number of questions largely related to employee morale. In this case,



the main issues are solidarity, honesty of employees towards each other (Jarniou, 2008) and

good communication.

An entrepreneurial culture seems to require collaboration and sharing, but it also requires

other things. The main characteristics of this facet are that the members of the organization

work together, take responsibility for their actions and rely on each other no matter what

happens. This is the way tasks must be done and this is the way the organization must

function.

Manning & Fullerton, (1988); Richerson &Boyd, (1998), advocate the same idea. For

them, cohesion is a form of social support and interpersonal bonding that engenders

camaraderie, trust, loyalty, fraternity, and commitment to the organization by all. This

includes the notions of collaboration, communication, sharing and responsibility to the

organization.

3.2.2. Variables related to the UTAUT model

The UTAUT model includes four variables that help to understand user acceptance and use of

information technologies (intention to use) and Usage (USE) namely: Performance

expectancy, Effort expectancy, Social influence, Facilitating conditions. These variables are

theorized to direct behavioral intention toward the use of a technology, while Intention to act

and Facilitating conditions determine the use of that technology.

The explanatory variables for adoption behavior selected in Silic and Back's (2013)

research are based on the UTAUT model of Venkatesh et al, (2003). Four basic variables

define this model: perceived utility, perceived ease of use, social influences, and facilitating

conditions.

3.2.2.1. Perceived usefulness

Perceived usefulness is "the degree to which an individual believes that using a system would

help him or her achieve gains in job performance" (Venkatesh et al. 2003). It has been shown

by several works to be a very significant determinant in explaining the intention to adopt a

technology (Ibanescu, 2011; Ouédraogo, 2011; Venkatesh et al. 2003). If companies see that

the new web 2.0 tools and platforms are real opportunities not only to provide business

intelligence, but also to promote company activities, this variable will be used to assess the

perceived usefulness of digital social networks for the achievement of company missions and

the fulfillment of company tasks and activities (Kouakou, 2014).

3.2.2.3. Perceived ease-of-use

Perceived ease of use" in both the TAM and the UTUAUT, is considered a direct determinant

of intention to adopt (one of the most important in the UTUAUT on intention to adopt)

according to (Kouakou, 2014). This variable is defined as the degree of ease associated with

using a system (Venkatesh, 2003). Thus, the likelihood that there is an intention to use digital

social networks within companies is greater as long as the process of appropriation and

learning is easy to understand and use. (Kouakou, 2014) In other words, this variable explains

the extent to which an individual believes that the organizational and technical infrastructure

exists to support the use of the system. (Silic and Back, 2013)

3.2.2.4. Social Influence

Social influences are defined as "an individual's perception that most people who are

important to him or her feel that he or she should or should not engage in the behavior in

question" (Fishbein and Ajzen, 1975). In other words, they include the role of people who are

important to the individual and who exert some influence on his or her behavior (Lassoued,


Research Model


2010). Prior to UTAUT, several technology acceptance models such as de's GAM (Davis,

2000), GAM2 (Schillewaert et al., 2001) and de's ID (Moore and Benbasat, 1991) showed that

this "social influences" variable - also called subjective norms or social factors - exerted a

significant influence on technology use.

3.2.2.5. Facilitating Conditions

Enabling conditions refer to the extent to which an individual believes that an organizational

and technical infrastructure exists to support the use of the system (Venkatesh et al, 2003).

This variable is generally assessed through: "management involvement" and "availability of

technical assistance". Organizational support or the involvement of leaders, which Dishaw

and Strong (1999) have described as an "agent of change", is presented by Venkatesh (2003)

as a determining factor in the process of adopting a technology within an organization.

3.2.2.6. The Intention of use

Acceptance of an IT is achieved when there is a voluntary intention to use the technology,

which then leads to its use. Thus, acceptance is usually considered to include adoption as

well, since accepting a technology also means deciding to use it over a period of time (Davis,

1989). On the other hand, many studies have been conducted without taking into account the

"Use" variable or deliberately confusing it with the "Intention" variable, with significant

results (Roslina, Khalili, & Azizah, 2011); (Wang & Yang, 2005). Finally, a 2012 Venkatesh

publication by one of the main authors of the UTAUT model recalled the fundamental and

preponderant role of intention to use in the effective use of a technology: "Finally, recent

work has challenged the role of behavioral intention as the key predictor of technology use"

(Venkatesh, Thong, & Xu, 2012).

4. RESEARCH METHODOLOGY

In this section, we will justify our methodological choice while explaining the data collection

system adopted, the sample and the analysis method chosen.

4.1. The Choice of Exploratory Study

We opted for an exploratory qualitative study based on an approach that can be described as

abductive in that we are not seeking to establish universal laws, but rather to provide

explanations for a given situation. (Bennour, 2015).

Qualitative study promotes the understanding of a phenomenon and a phenomenological

generalization (thiétart, 2014). According to Dumez (2011) "qualitative research seeks to

understand how actors think, speak and act, and it does so in relation to a context or

situation".

The use of exploratory research is thus justified for several reasons. First, it ensures the

understanding of a phenomenon arising from a real context (Yin, 2003). Second, it seeks to

discover the evolution of the phenomenon that concerns the researcher (Collerette, 1997).

4.2. Respondent Selection and Data Collection Techniques

The information collected is mainly the result of interviews conducted directly with the

managers of two hotel entities and five travel agencies. Consequently, focused, non-directive

and semi-directive personal interviews were conducted. The choice of this type of interview

seems to achieve the best "fit" between the degree of freedom left to the respondent, on the

one hand, and the degree of depth of information sought, on the other hand (Chatti, 2008). In

this study we conducted focused, non-directive personal interviews where we try to find out



what is central in the mind of the interviewee (Powney and Watts, 1987) and underlying

questions of an open-ended (semi-directive) type, aimed at obtaining more precise

information.

The semi-structured interview is the most appropriate data collection method in our

research. Given the information we wanted to collect, the interview guide was structured

around 2 main themes. The first theme is divided into 27 questions and takes into account the

entrepreneurial culture. The second theme is equally divided into 13 questions and focuses on

the use of social media. After the introduction of the framework of our research, the interview

starts with the managers of the companies and focuses on the two mentioned themes.

The interactivity between the interviewer and the interviewee and the possible

reformulation of some questions with the contribution of some comments allow a certain

enrichment of the answers obtained. All interviews were recorded and systematically noted.

The average length of the interviews was between 45 minutes and one hour.

As for the choice of this sector, it is justified by the fact that it has experienced radical

upheavals resulting from post-revolutionary political factors. In times of crisis, the use of

social media and NICTs appears to be a solution adopted to ensure the survival of these

companies.

4.3. The Data Processing Device

Content analysis as a method of qualitative analysis has been favored in social science studies

(Erlingsson and Brysiewicz, 2013). Researchers Paquay et al, (2006) argue that categorical (or

thematic) content analysis delivers the most recurrent themes in discourse. Rispal, (2002)

distinguishes between three different and complementary types of content analysis, namely

syntactic analysis, which examines the structure of discourse, lexical analysis, which focuses

on the nature and richness of the vocabulary used, and thematic analysis, which breaks down

by theme, frequency of appearance and association, etc. The latter type of analysis is used to

identify the most recurrent themes in the discourse. In our research, we chose thematic

content analysis as a qualitative analysis technique.

5. RESEARCH RESULTS AND DISCUSSION

In what follows, each case is treated from a dictionary of themes where the different

dimensions of analysis of our research model are successively addressed. Remember that the

interviews conducted are face-to-face interviews with stakeholders involved in the tourism

sector. The data from each case study are synthesized in tables and then structured by theme

in a summary table to highlight the main variables or families of variables raised by the

respondents. The answers to the underlying questions are transcribed entirely in summary

tables, to be interpreted in terms of variables or factors. For each category of these questions,

a summary table of frequencies has been developed. These tables list the most frequently

cited attributes and variables.

5.1. Level 1 of the Model

The review of the data from the interviews with respondents confirmed the five dimensions of

entrepreneurial culture in the specific context of the study.

5.1.1. Organizational Enthusiasm

The analysis brings out passion and commitment to the goals set, improving motivation,

supporting and maintaining enthusiasm, promoting interactivity, as the main relative elements

of organizational enthusiasm. The analysis thus confirmed the findings of (Wong, 2014) by

highlighting the presence of several elements relating to organizational enthusiasm.


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Analysis of the data shows that management adopts management by objectives in the

management of their respective institutions. They attach importance to setting clear objectives

for their employees and ensure that employees are involved in planning decisions. The

employees are involved "in the development of the vision, objectives and budgeting process".

The data analysis also shows that for all respondents, improving motivation is a common

practice. Career plans and monetary levers are examples that are frequently mentioned by

respondents. Actions or initiatives to motivate employees can take the form of "thank you

card bonus of the month, signed by the general manager, annual corporate bonus program,

travel or stay offers for entertainment but also for a better evaluation of their respective

products, and promotion". It appears that these companies motivate their employees through

the satisfaction of primary needs but also of superior needs, for example by giving them

responsibilities (Diop, 2012).

The respondents recognize the importance of their employees' enthusiasm in the

management of their respective establishments. This enthusiasm is fostered, among other

things, by "coaching top management, encouraging employees to express their opinions and

to take their opinions into account". . Respondents also stressed that their companies try to

promote interactivity between different employees regardless of their hierarchical position, by

promoting "free speech in briefings, exchange of ideas, openness to new proposals from

employees and taking initiative".

5.1.2. Stakeholder Alignment

Analysis of the data from the stakeholder alignment questions shows that all respondents are

unanimous on the importance of loyalty, reliability (credibility), and commitment to partners.

The words of one of the respondents are a good illustration of the loyalty that exists

between his companies and their partners. "We must not disappoint our guests, we try

everywhere to satisfy them, and we even have a budget item in our budget (guaranteed

hospitality) to overcome any customer dissatisfaction". The relationship with their partners "

Hotels, Airlines, the receptive, the customers... The relationship with their partners " Hotels,

Airlines, receptives, customers ... " is generally " a win-win relationship. The partners can go

through difficult times and may even encounter payment problems, in this case we can give

them a little more time before paying, in the same way we want to have the same thing with

our suppliers". In their relationships, they "rely above all on transparency to develop long-

term relationships". In case of conflict: they favor amicable solutions". The analysis thus

shows the importance of building and maintaining mutually beneficial relationships between

these players and the main stakeholders in the sector. This promotes not only the survival of

the company in the short term, but also its long-term growth (Wong, 2014).

The analysis also reveals that the companies under study are generally caring and show

commitment to stakeholders. One of the respondents described the relationship with partners

as "very very important for the notoriety and activity of his company". The relationship can

sometimes be fraught with conflict. In this case, companies do not spare any effort to

"overcome these conflicts," with diplomacy, crisis meetings to understand and rectify the

situation, propose better offers...".

It seems that it is important for respondents to build healthy and lasting relationships with

their partners. For example, ISO certification is considered by respondents as "beneficial, it

allows companies to be more attentive, more reliable and more credible in the eyes of

customers and partners". Some of the companies in the study are already ISO certified and

others are in the process of certification. " some tour operator, for example, requires certain



safety and hygiene standards in addition to ISO 9001 certification. This is beneficial for both

the company and its partners (Wong, 2014).

5.1.3. Cohesiveness

Analysis of the data from the questions on stakeholder alignment shows that respondents are

unanimous on the importance of working together to make work better, but on the choice

between tolerating failure to learn from experience or taking responsibility for one's actions,

opinions are mixed.

The analysis reveals the importance of cooperation between members of the company, all

respondents understand the importance of such a practice in the work environment. One of the

respondents underlines this idea by stating that "at organized events, everyone but the hand in

the pie, even the managers, wash the dishes, serve the customers, help each other and have

fun" . Another respondent states, in this sense, that in work "team spirit, fraternity, sharing,

collaboration and mutual aid is our motto to stay motivated, especially in difficult moments".

The statements made by the respondents confirm the results of several studies (Manning &

Fullerton, 1988; Toulouse, 1990 Richerson & Boyd, 1998; Wong, 2014). These studies have

shown that cohesion is a form of social support and interpersonal bonding that engenders

camaraderie, trust, loyalty and commitment to each other and to the organization.

The analysis also shows that management empowers subordinates and tolerates a certain

margin of failure or error on the part of their employees. One respondent states in this sense

that his company "makes employees accountable and only uses sanctions in the case of

repetitive misconduct and in the majority of cases, the training solution remains the ideal

solution for this type of situation. In rare cases "and in cases of serious misconduct, a

questionnaire is sent to the individual and a disciplinary board is held to study his case".

These results confirm the work of Toulouse (1990) who stated that entrepreneurial culture

values individual initiative, perseverance, determination, supports experimentation and

accepts change and tolerates individual failure.

The analysis also shows that all the respondents emphasize the particular attention to

communication for a better work efficiency. It appears that the spirit of entrepreneurship is

well embedded in the current practices of these organizations. These companies are "very

open to proposals from employees and rely heavily on interactivity and initiative". Meetings

are generally held to "discuss and exchange views on certain work-related topics". In general,

"The exchange between employees is done in a formal and/or informal way, as in any

company".

5.1.4. Opportunity Driven Change

Analysis of the data shows that all respondents are unanimous on the importance of change,

creativity and innovation in their organizations under study.

The analysis shows that organizational change is a common practice among the

companies in the research sample. One of the respondents points out that "management

encourages employees to find and propose solutions to problems and they are rewarded for

their efforts". Generally, "there is no real resistance, employees are used to change, they have

participated in several certification and process and procedure re-engineering projects". For

those who resist, "management encourages them to do their best and organizes awareness

meetings to better explain the need for change.

These comments confirm the results of (Wong, 2014) which states that this dimension

expresses the fundamental entrepreneurial characteristics related to innovation, creativity in

relation to the improvement of products/services and processes. However, if there is a


Research Model


potential opportunity in the market, with partners, or elsewhere, the organization must adapt

and reorganize itself to capture the value of the customer.

Entrepreneurial culture implies a certain amount of uncertainty and risk-taking to better

seize opportunities (Ring et al, 2010; Zahrane, 2013). Respondents stress the importance of

applying procedures and making calculated changes. The procedures are well written and

accurately describe the different processes. "Every function in the hotel has a job description.

This does not prevent employees from taking initiative and innovating to meet certain

challenges. Employees have a certain amount of freedom to make improvements to the

procedures in place. One of the respondents stated in this sense that "Following an unusual

request from guests, the employee can come up with new ideas and make proposals to the

management and bring satisfaction to the guest".

5.1.5. Learning and Development Support

Analysis of the data highlights the presence of several elements related to learning and

development support, namely: learning and personal development, evaluation and continuous

improvement, self-learning, experimentation.

The analysis shows that the companies studied invest a significant amount of money in

their human capital. Several training sessions are organized annually. The training workshops

cover several areas of learning, namely, "negotiation, communication, catering, reception ..."

and this, in order to improve professional skills and abilities", and to improve "service and

customer satisfaction".

Training is considered as the main pillar of human capital development. All employees of

different hierarchical levels participate in training workshops. These results are consistent

with the findings of Achi and Chibane (2015), who argue that training is energizing, capable

of making life easier in the workplace or improving process efficiency (Wong, 2014; Zahrane,

2013).

The analysis also shows that continuous improvement is a culture in these companies.

Employees are encouraged to come up with new ideas to improve existing processes and

procedures. "Every Wednesday a quality circle is held to discuss and find solutions to existing

problems, employees are invited to express themselves freely on these problems. "Employees

are encouraged by giving them the necessary means to experiment and evaluate the results of

their proposals.


5.2.1. Perceived usefulness

According to the results of the analysis, Facebook, Instagram, YouTube, Google+, Skype and

LinkedIn are the most used social media in our study sample. The results also show that the

respondents are unanimous that the use of these tools is seen as a kind of opportunity and

dictated by the evolution of their use in society in general and in the business world in

particular. The results show that social media are very useful for "communication, market

analysis and competitive intelligence". For many respondents "...Facebook and YouTube

make it easier to share and access information". . The interactivity brought by social media

(Teixeira, 2009; Vinnie and Ayuna, 2010; Chua, 2013; Hudson et al, 2015), "helps to get

useful feedback to improve customer service". Through social media companies are

increasingly able to access resources that are otherwise unavailable. These tools provide

different types of data or statistics useful for decision making, such as "visits per month,

number of publications, number of views and number of likes". Social media offer the

possibility of "fast and free communication unlike traditional media".



For all respondents, social media has become a vital business tool, an opportunity that the

company cannot afford to ignore. Their comments coincide with several works in the

literature. For example, (Qualman, 2009) insinuated in his research that these tools serve to be

more productive and connected with significant cost savings. Moreover, for (Blanchard and

Guénard, 2010; Blinn and Sangaré, 2013; Lekhanya, 2013; Fosso Wamba and Carter, 2014)

the use of social media in business has influenced the way people work and communicate at

work and especially with their stakeholders in order to build vital relationships and increase

their competitiveness. Respondents in this research are trying to connect with their consumers

because they are aware of the weight of their opinions on the web as they have discussed

(Vinnie and Ayuna, 2010). For respondents, the ultimate goal is to achieve a better

understanding of their customers' needs and to build effective relationships (Weber, 2007;

Arca, 2012; Chua, 2013). It seems that these tools have become indispensable for the survival

of companies and are increasingly an integral part of their strategy. In this sense, one of the

respondents points out that "social media are part of the company's communication strategy,

they improve interaction with stakeholders in general and with customers in particular.

Customers no longer ask for business cards, for example, but they ask for the address of our

Facebook page".

5.2.2. Perceived ease of use

The data analysis shows that the majority of respondents emphasize that technical and

organizational infrastructure is necessary to facilitate the perceived use of social media. The

analysis also shows that the companies surveyed use information technology specialists for

the effective use of social media in their respective companies.

Users find that "the use of social media is easy and even very easy" and that it is possible

to easily master a large shadow of the functionalities and settings operations, and in case of

difficulty, users can call on the IT department". The management also supports the proper use

of social media by organizing training workshops. The majority of respondents thus affirm

that the organizational and technical infrastructure exists to support the use of this information

technology (Venkatesh et al, 2003, Silic and Back, 2013).

It seems that "compared to traditional media, it is easier to master the different

functionalities of the different platforms on which the company is present". "Trust You, for

example, is both easy and reliable. It offers the possibility to reduce or widen the field of

analysis. "It allows hotels to easily track their online reputation and have more of their fun on

Facebook or any other social media".

5.2.3. Social Influences

The analysis of the data from the questions on social influence shows that all the interviewees

are unanimous on the fact that the top management as an important social actor in the

company plays an important role in encouraging the use of social media in their respective

companies.

Social influence is generally manifested through the role of the top management or line

managers of an organization, and which exert some influence on the behavior of employees

(Venkatesh et al, 2003; Lassoued, 2010). In the words of one respondent, "the use of social

media today has become a necessity, as senior manager is very involved in everything that is

new in technology" (Venkatesh et al, 2003; Lassoued, 2010). "In the words of one respondent,

"top management provides all the necessary means (human and financial resources) for a

better use of social media for the promotion and development of customer service.

The respondents all underline the important role that top management plays in

encouraging the use of social media. The analysis thus confirms the results of numerous


Research Model


theoretical works (Venkatesh et al, 2003; Lassoued, 2010) by emphasizing the presence of a

single element related to social influence, namely the role of top management in encouraging

the use of social media.

5.2.4. Facilitating Conditions

Analysis of the data from the enabling conditions questions shows that the majority of

respondents agree that the technical infrastructure and organizational support facilitate the use

of social media.

Facilitating conditions refers to the degree to which the user believes that the

organizational and technical infrastructure is available for the use of new technologies

(Venkatesh et al, 2003; Kouakou, 2014). According to respondents, "Top management

provides all the necessary means for the proper use of social media. Part of the marketing

budget is dedicated specifically to sponsored publication on these platforms. Companies call

on specialized companies or recruit graduates to manage these technologies "to ensure better

use of these tools and better interaction with our customers".

According to the respondents, the organizations in the research generally provide

technical support for the use of social media. Specialists in the field bring their knowledge of

technical functionalities related for example to "Photoshop, Facebook analytics, YouTube...".

Users appreciate this support and are therefore more comfortable using these tools.


Analysis of the data from the intention to use questions shows that the majority of

respondents, underline the use of social media planning by top management. Human behavior

is under voluntary control, it can be predicted from an appropriate measure of a person's

intention to perform the behavior in question (Fishbein and Ajzen ,1975).

The analysis shows that generally the top management of the companies studied integrates

the use of social networks in their planning. Social media are increasingly "playing a leading

role in corporate strategy". Partnership agreements with social media specialists are signed to

help these companies to implement this technology. Together with employees, they will be

responsible for "targeting customers, attracting more fans and generating more feeds on

Facebook, YouTube or other media".

The analysis shows that respondents are unanimous about the intense and daily use of

social media in their companies. These tools are used as service platforms (Quttainah., 2015),

and thus allow the company to access resources that are not otherwise available (Jagongo and

Kinyua, 2013). These technologies are also used to "disseminate information and establish a

daily dialogue with Internet users" and "launch targeted marketing campaigns".

5.4. Validation of the Research Premises

The results to date are intended to confirm the version of the proposed research model (Figure

2). The cross-sectional analysis of the interviews, and the consequent analysis of the

conceptual cross-tabulations intended to validate the three research premises, is the subject of

the following subheadings.

5.4.1. The Relationship between Entrepreneurial Culture (Level 1) and Individual

Reactions to the Use of Social Media Technologies (Level 2)

The effect of organizational enthusiasm on perceived usefulness: Employees' commitment

and passion for the company's goals have fostered an appreciation of any practice that offers

the opportunity to improve daily tasks and best achieve company objectives. Respondents are



aware that these tools are useful in achieving the organization's goals. Respondents consider,

in fact, that these technologies offer opportunities for improvement in business processes

(Van Zyl, 2009). For example, one of the respondents stated that "These tools are an

opportunity for our companies. Their use has become a necessity to, for example, talk and

advertise our products on the internet, to reduce advertising costs, to share photos of the hotel,

the pool, post videos. A simple post can make the buzz quickly".

The effect of organizational enthusiasm on perceived ease of use: All respondents find

that top management commitment favors the implementation of organizational and/or

technical structures that help and facilitate the use of social media. "Top management does

everything possible to ensure that the use of social media is within everyone's reach. Through

training workshops, many employees are able to master many of the functionalities of the

platforms they use". "The use of subcontractors or digital marketing agencies can also be an

alternative.

The effect of organizational enthusiasm on social influence: the passion of employees and

their commitment to the company's vision on the one hand, and their awareness of the need

for social media to achieve certain goals on the other hand, seems to motivate top

management to provide their employees with all the necessary organizational and technical

means. "Top management encourages the use of social media. It provides all the necessary

human and financial resources for the use of these tools " . One respondent states, in this

sense, that "top management is generally very involved in everything that is new and

technological evolution, it gives its support while leaving us control over our ideas, our way

of doing things, as, as, as designated by posters and banners on social media. » .

The effect of organizational enthusiasm on facilitating conditions: Enthusiasm has helped

to foster several conditions that facilitate the use of these tools. All of the respondents

consider these tools as an opportunity for the company to improve interactivity with clients

and improve communication between employees. One of the respondents explains, in this

sense, that, "these tools facilitate our interaction with our customers and allow us to know

their preferences. These tools also support social cohesion, bring people together, facilitate

sharing and exchange within and between companies. "It is thanks to this sharing that our

company is gradually making itself known".

The effect of stakeholder alignment on perceived usefulness: Aware of the need to build

and develop beneficial relationships between the company and its partners, respondents

recognize that social media offer the opportunity to improve their direct interaction with

customers, for example. Social media can help companies "to get to know their customers and

partners better" and build lasting relationships that can generate profit at the lowest cost.

Developing relationships with different partners is the basis not only for the survival of the

company in the short term, but also for its long-term growth (Wong, 2014).

The effect of stakeholder alignment on perceived ease of use: Some respondents found

difficulties in using social media. These companies used, for example, "iBook, a

communication company based in ksa specializing in website referencing and advertising on

Facebook, Google". Respondents said that sometimes they find it difficult to choose an

optimal solution that facilitates their interactions with their customers on social media.

Therefore, some companies entrust this task to specialists to ensure greater efficiency in use.

The majority of respondents find that social media facilitate communication and the

development of social relationships with business partners (Van Zyl, 2009, Teixeira, 2009).

The effect of stakeholder alignment on social influence: All respondents agreed on "the

need for stakeholder alignment to decide on strategic management choices in the use of social

media". Top management needs to decide on social media directions in order to provide

excellent customer service. It seems that the interest shown in the company's stakeholders


Research Model


encourages company managers to use these tools in the company's strategies and to mobilize

all the necessary means for their adoption.

The effect of stakeholder alignment on facilitating conditions: one of the interviewees

mentions "these tools form a kind of opportunity, they help us to improve our image and

notoriety and facilitate our interaction with our customers, in addition these tools allow us to

know their desires and wishes, what makes them happy and what does not". All the

employees are aware that the satisfaction of the company's partners is essential in their work.

"The customer, for example, is at the center of every company's concerns. The top

management 's objective is to meet almost all the customer's needs. Improving interaction

with stakeholders is one of the basic ingredients for business success and survival in the short

and long term (Wong, 2014). Alignment with stakeholders is a necessary condition for

creating enabling conditions for the use of information technology (Wong, 2014), namely

social media.

The effect of cohesion on perceived usefulness: One respondent states that "my colleagues

at work (hotel) are among my friends on Skype, Facebook and twitter. Top management

encourages us to share hotel-specific content on our own account, such as videos, photos,

posters and comment on them in public". The entrepreneurial culture promotes the idea of

trust, sharing and encouraging communication between employees (Wong, 2014). Social

media facilitate interaction and communication between employees (Kaplan & Haenlein,

2010). "Social media allows you to invite colleagues, access their profiles and exchange

instant messages with them" (Kaplan & Haenlein, 2010). These technologies offer vast

possibilities for communication between employees with the ability to provide business

improvement and collaboration in the workplace (Kosalge & Tole, 2010).

Effect of cohesion on perceived ease of use: One interviewee states that "the use of certain

advanced social media features sometimes requires the help of certain colleagues". "The use

of social media also requires coordination with colleagues in the IT department". Indeed, it is

through "sharing and interaction between colleagues that employees learn how to use social

media better". The perception of how easy it is to use IT, in this case social media, depends on

the climate of trust, coordination and collaboration of effort between members of the same

organization (Wong, 2014).

Effect of cohesion on social influence: Respondents are aware of the usefulness of

"teamwork to improve the use of social media". The opinion of colleagues on certain

positions or content is described as important by many respondents. "Colleagues help to

improve the content to be posted, for example on Facebook. In summary, good use of social

media requires support from senior manager and good collaboration between employees.

The effect of cohesion on facilitating conditions: Among the facilitating conditions for the

use of social media mentioned by respondents "is that many employees share their company's

publications on their own Facebook page". These same employees use social media to

communicate and share information within and between companies. Social media encourages

group work. Cohesion and belonging to the group positively affects the daily use of social

media. Cohesion seems to be an organizational element that promotes the use of social media.

The effect of opportunity generating change on perceived utility: The literature on

entrepreneurial culture emphasizes the importance of innovation in improving the efficiency

of work processes. All respondents agree, in the sense that the use of social media forms an

opportunity for change and improvement of work processes (Angel and Smithson, 1991). One

respondent states, in this sense, that "social media form an opportunity, for example, to

improve the communication process and bring more fluidity to the messages exchanged with

clients and partners".



The effect of opportunity for change on perceived ease of use: When integrating social

media into their strategy, companies organize training workshops and use specialists in the

field to make it easier for their employees to use this technology. One respondent points out

that "it is common to use the services of a digital marketing company to improve the use of

these tools and the interaction with fans. In general, employees appreciate this assistance,

which promotes their commitment to the use of this technology (Schein, 1983; Amabile and

Gadille, 2003; Wong, 2014).

The effect of the opportunity generating change on social influence: a company can use

organizational change to improve performance and seize the opportunities offered by the

environment. One of the respondents explains, in this sense, that generally "top management

is aware of the opportunity offered by social media and therefore provides all the necessary

means to use it". An entrepreneurial culture that promotes the exploitation of opportunities

seems to facilitate the involvement of all members of the company including top management

in the exploitation of opportunities offered by social media.

The effect of opportunity generating change on enabling conditions: To take advantage of

the opportunities offered by the environment, entrepreneurial culture insists on the acceptance

of changes related to the environment and process in the organization. All respondents see

social media as an opportunity for the company. One respondent emphasizes, in this sense,

that "these tools are an opportunity and the presence on these platforms has become necessary

to interact with customers and talk about its product and put it forward at a lower cost".

Respondents are unanimous on the fact that top management provides all the necessary

support for the use of social media. One respondent points out that "without the organizational

and technical support of top management, it is difficult to master the use of social media".

The effect of learning and development support on perceived usefulness: Respondents are

unanimous that the training provided when social media is introduced in their respective

companies significantly improves the perceived usefulness of this technology among

employees. Indeed, companies with an entrepreneurial culture encourage employees to

acquire new knowledge and learn through training, continuous improvement, testing of new

ideas, and experimentation (Monsen and Boss, 2009).

The effect of learning and development support on perceived ease of use: Respondents

also mentioned their companies' use of external specialists and consultants to help them use

the technology effectively. One respondent stated that his company "used a full-time

specialist, and even Swiss digital marketing consultants, to optimize the content management

of our Facebook account.... ». This development support can indeed lead to a change that

serves the interests of the organization and improves the perception of ease of use of this

technology (Wong, 2014; Zahrane ,2013).

The effect of learning and development support on social influence: External consultants,

community managers are of great use to the users of social media in the company. They are

usually responsible for, among other things, "training and support to employees in planning

marketing campaigns and managing fun on Facebook and YouTube pages". They have a great

influence on the one hand on top management decisions and on the other hand on the working

procedures of the employees responsible for social media management in the company.

The effect of learning and development support on facilitating conditions: According to

the respondents, internal and external stakeholders in the planning and management of social

media greatly facilitate their use. Web masters and digital marketing agencies "provide

technical and managerial support for the use of social media, they participate, for example, in

the design of Facebook and Instagram pages, and even in the elaboration of the content of

these pages". These contributors coach the company's employees and support them in their

development and familiarization with the tasks related to social media tools. They thus


Research Model


support and encourage employees to acquire new knowledge likely to help them in their tasks

(Wong, 2014).

5.4.2. The Relationship between Individual Reactions (Level 2) and Intention to Use Social

Media (Level 3)

The effect of perceived usefulness on the intent to use social media: Social media can only be

adopted if organizations perceive gains in terms of efficiency, speed and performance in the

execution of tasks (Kouakou, 2014). The new web 2.0 tools and platforms represent a real

opportunity for companies. They not only facilitate business intelligence, but also the

promotion and enhancement of the company's activity (Kouakou, 2014). All the interviewees

perceive social media as an opportunity. They affirm that "social media help them in the

realization of the company's mission and in the accomplishment of their tasks and activities".

One respondent emphasizes, in this sense, that "today the presence of companies on social

media is of great use, it is necessary for positioning and strengthening the image of the

company in the mind of the consumer".

The effect of perceived ease of use on the intention to use social media: Generally, the

likelihood of the intention to use social media within companies is greater the easier it is to

understand and use the process of appropriation and learning (Venkatesh et al, 2003). Indeed,

some respondents find that the use of social media is easy. They find, for example, that "the

manipulation of Facebook and Instagram settings is easy". Other respondents found that the

use of social media is not easy and requires the intervention of experts in the field. One

interviewee points out, in this sense, that "the communication boxes that are actually used are

normally approved by Facebook, they know what to share, what to post, and how to set up the

different media".

The effect of social influence on the intention to use social media: all respondents

mentioned in their comments that top management encourages the use of social media and

provides the necessary means for this purpose. One respondent underlines, in this sense, that

"the top management encourages and provides the necessary human and financial resources

for the use of these tools". The top management is generally aware of the interest of these

tools and does not hesitate to provide all the organizational and technical support necessary

for the use of these tools. Companies would, in fact, be more favorable to the adoption of

social media if there is organizational support and commitment from top management

(Dishaw and Strong, 2009).

The effect of facilitating conditions on the intention to use social media: When asked

about the facilitating conditions for the use of social media, interviewees often refer to the

technical and organizational support of top management. The commitment of the management

is a mobilizing and motivating element for social media users. According to the respondents,

the commitment of top management, external consultants, training offices, digital marketing

agencies promote by their intervention the acceptance and use of social media. Respondents

say that social media is an integral part "of the strategic plan, and there is a whole section in

the budget dedicated to the management of social media, to finance the use of specialists or

consultants in the field, who help us, for example, to manage the flow of fans on the Facebook

and/or Instagram page, to design attractive content, to analyze the traffic on our accounts...".

6. GENERAL CONCLUSION

This research attempted to test the influence of entrepreneurial culture on social media

adoption with the Unified Theory of Technology Acceptance and Use (UTAUT) as its

theoretical underpinning. A research model was designed based on the work of Silic and



Back, (2013), resulting in two research premises. The methodology used to verify these

premises and validate our research model is a qualitative methodology based on interviews

with open and semi-open questions with seven cases of companies operating in the tourism

sector. The results verified the two premises and showed that the entrepreneurial culture in the

kSA context positively influences the adoption of social media. The most obvious research

path is to complete the present study with another of a confirmatory type and to generalize the

results by trying to confirm the causal links between the different conceptual levels of our

model through the structural equations method.

REFERENCES

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