Green IT has emerged as an important research topic in information systems and in other areas, such as business sustainability management. Some progress has been made in our understandings of green IT in a wide area of research topics, ranging from the green IT definition to the motivation for adopting green IT by organizations. This paper provides a holistic review and explanation of why organizations adopt green IT. Based on an extensive review of extant studies and a broad theoretical foundation, the paper presents a theoretical framework on organizational green IT adoption (OGITA). For researchers, the study provides a comprehensive review of previous green IT adoption studies and a roadmap for future research. For practitioners, the study provides managers and policy makers a systematic analytical framework in guiding their business decisions.

Purpose: The purpose of this study is to explore organizational social media capability in business-to-business (B2B) marketing, by focusing on what social media capability is in a B2B marketing context and how it is developed in firms engaged in B2B marketing.Design/methodology/approach: This is a thematic literature review, drawing on both B2B marketing and Information Systems literature. In total, 112 academic articles from nine journals were identified and analyzed. The findings were synthesized and compiled to provide answers to the predefined research questions.Findings: The results suggest that organizational social media capability is dependent on a deep understanding of a firm’s technological capability, i.e. recognizing the key features and categories of social media and dynamically upgrading the recognition in response to the environmental change. A four-level Social Media Capability Maturity Model (technological, operational, managed and strategic level) that collectively transfers social media’s technological capability to dynamic organizational capability is proposed.Originality/value: This study contributes to an understanding of the use of social media in the context of B2B marketing from an organizational dynamic capability perspective. The model is particularly relevant to organizations that have adopted or plan to adopt a B2B social media strategy and is relevant for B2B researchers who are interested in social media research.

The purpose of this paper is to develop and demonstrate a dictionary building process model for text analytics projects following the design science methodology. Using inductive consensus-building, we examined prior research to develop an initial process model. The model is subsequently demonstrated and validated by using data to develop an environmental sustainability dictionary for the IT industry. To our knowledge, this is an initial attempt to provide a normalized dictionary building process for text analytics projects. The resulting process model can provide a road map for researchers who want to use automated approaches to text analysis but are currently prevented by the lack of applicable domain dictionaries. Having a normalized design process model will assist researchers by legitimizing their work requiring dictionary building and help academic reviewers by providing an evaluation framework. The resulting environmental sustainability dictionary for IT industry can be used as a starting point for future research on Green IT and sustainability management.

Purpose: Based on an organizational capability perspective, this paper aims to propose a development model for social media analytics (SMA) capability that can be applied to business-to-business (B2B) marketing, with the aim of facilitating the use and integration of SMA in B2B marketing and maximizing the benefits of business networks in the age of social media. Design/methodology/approach: This is a critical interpretive synthesis of SMA publications collected from academic journals, business magazines and the SMA service industry. In addition, an inter-disciplinary approach was adopted by drawing upon both marketing and information systems literature. In total, 123 academic papers, 106 industry case studies and 141 magazine papers were identified and analyzed. The findings were synthesized and compiled to address the predefined research question. Findings: An SMA capability development model is proposed. The proposed model consists of four inter-dependent levels (technological, operational, managed and strategic) that collectively transfer the technological capability of SMA to the dynamic organizational capability. Each level of SMA capability is detailed. SMA-in-B2B marketing is highlighted as a socio-technical phenomenon, in which a technological level SMA capability is emphasized as the foundation for developing organizational level SMA capabilities and organizational capabilities, in turn, supporting and managing SMA activities and practices (e.g. strategic planning, social and cultural changes, skills and resources, measurements and values). Practical implications: The proposed research framework may have implications for the operational level SMA development and the investigations on the direct and/or indirect measurements to help firms see the impact of SMA on their business. Originality/value: This study may have implications for the adoption, use, integration and management of SMA in B2B marketing. The proposed model is grounded on the integrated insights from academia and industry. It is particularly relevant to B2B firms that have engaged in or plan to engage in applying SMA to extract insights from their online networks and is relevant to B2B researchers who are interested in SMA, big data and information technology organization integration studies.