What Factors Lead Companies to Adopt Social Media in their processes : Proposal and Test of a Measurement Model

The objective of this study was to understand which factors lead companies to use social media to achieve results. For that, a theoretical model was proposed and tested. Data was collected using a survey of 237 companies. In the analysis we analysis used the structural equation modeling technique. The results show that the social media relative advantage and its observability were important factors to social media organizational adoption. We also found that big companies with more formalized organizational structure (OS) tend to adopt social media more than small ones with no formal OS. The companies studied showed strong organizational disposition for innovation adoption.


INTRODUCTION
ocial media promote a new form of communication between people and between people and companies that use tools and services available on the Internet, such as Facebook, LinkedIn, Twitter, Blogger, Wikipedia and YouTube.The use of these tools can significantly alter the relationship between the company and its suppliers, customers, employees and stakeholders, as well as the general public which has no direct relationship with the organization, but want or intend to have such a relationship as job candidates, potential customers or suppliers and the press.According to Ngai et al. (2015) "the advent of social media has substantially changed the manner in which many people, communities and/or organizations communicate and interact".
According to Safko (2010), social media are formed by countless sites that promote communication and conversations among millions of people, but they are also used to reach targeted audiences.The means of communication involved in the term social media combine several features that compose social media platforms, including the publishing and sharing of content, such as texts, videos, photos and music.Social media also includes casual, social or mass multiplayer games; commerce, involving the review of purchases, virtual store recommendation and the sharing of purchases; event locations and location guides; and personal, professional or informal social networks (CAVAZZA, 2012).
According to data from the Organization for Economic Cooperation and Development (OECD) in its 2012 report about Internet Economy, on average, 96% of its sample firms in selected countries used the Internet and 69% had their own websites in 2011.Additionally, an increasingly high percentage of individuals is using the Internet, especially social media, for communicating, shopping, learning, social networking, banking, and many other functions (OECD, 2012).According to OECD (2012), in Europe, nearly half of all employed persons are connected to the Internet at work.In many parts of the world, companies are embracing social media as a solution to various issues characterized as problematic, such as the improvement of customer relations (BRYNJOLFSSON, 2011), the promotion of new products (CHAUHAN, 2011;FURLAN, 2011;FOLDEES, 2012), the dissemination of information to employees (Safko 2010) and employee recruitment (FOLDEES, 2012).
These examples show how social media can be understood as an organizational innovation, as prescribed by the Oslo Manual (OECD 2005), since it states that if the S BBR, Braz.Bus. Rev. (Engl. ed., Online), Vitória, v. 13, n. 6, Art. 5, p. 260 -290, nov-dec. 2016 www.bbronline.com.brSpecifically, in searching articles in the Web of Science database it is also remarkable that there are few studies about the social media adoption; and analyzing the most cited articles it can be seen that most of them are focused in individual acceptance of social media (CURTIS et al., 2010;EYRICH, 2008) instead of organizational adoption.
Therefore, there is a gap in terms of developing and testing a model to verify what factors affect the adoption of social media by organizations as a whole, and not just by an individual.Tornatzky and Fleischer (1990) develop one of the most known frameworks to analyze the organizational adoption of technological innovation, the Technology, Organization and Environment (TOE) framework: it identifies three aspects of an enterprise's context that influence the process by which it adopts and implements a technological innovation: technological context, organizational context, and environmental context.In order to enlarge the TOE framework, Frambach and Schillewaert (2002) develop a conceptual multi-level model to verify the organization behavior in terms of innovation adoption, including some aspects like perceived adopter characteristics (innovate predisposition, for example), network participation, among others.However, these authors did not develop any scale in order to effectively measuring their model to identify the main factors that lead companies to adopt a technological innovation.
In this context, the following research objective was "to identify what are the main factors leading companies to adopt social media for business processes".
The main contribution of this paper is related to the fact that, despite several studies about individual adoption of social media, there are few studies about this adoption by the company, taken as a whole, understanding what factors are perceived as crucial in order to adopt this tool in its business processes.
We proposed and tested a theoretical model to answer the research question in order to assess the factors that influence the organizational social media adoption.To answer the research objective, an empirical study was conducted using a survey of 237 companies that incorporated social media into their business processes.We analyzed the model using structural equation modeling and in our analysis, we tried to identify the degree of this adoption, which is understood in terms of the intensity of its use in various company areas or business.

LITERATURE REVIEW
Through innovation, companies seek to meet consumer demand for efficiency and responsiveness, increase their productivity, improve product quality and reduce the project cycle to stay ahead of the competition.
The Oslo Manual (OECD 2005, p. 46) defines the term innovation as "the implementation of a new or significantly improved product (good or service), or a process, or a new marketing method, or a new organizational method for business practices, workplace organization or external relations." One important aspect of innovation is its diffusion: according to Rogers (1983) diffusion is the process by which one innovation is adopted and accepted by members of a certain community.
A widely used model of innovation adoption is the Unified Theory of Acceptance and Use of Technology (UTAUT), developed by Venkatesh et al. (2003), where the authors analyze eight prominent models of innovation adoption and proposed the UTAUT model.
However, even this model, takes in account the individual decision in adopting an innovation.
In his model, Venkatesh et al. (2003) observed that, despite Information Technology (IT) the acceptance of the research has yielded many competing models, some aspects were still unexplored; so, they have developed a deep research about user acceptance literature, discussing eight models, among them, the social cognitive theory.According to Venkatesh et al. (2003), one of the most powerful theories of human behavior is social cognitive theory.
In this sense, according to Ratten (2014)   The previous models showed above were related to individual behavior in terms of technology adoption, but they did not consider the organizational behavior.In these terms, the most used framework to analyze technology adoption by organizations was the TOE framework (TORNATZKY; FLEISCHER, 1990).This model is very similar to that of Rogers (1983), but it also includes a new and important component, environment context.The environment context presents both constraints and opportunities for technological innovation.
In the TOE model, environment is defined by Industry characteristics and market structure, technology support infrastructure and government regulation; the organization context is defined by formal and informal linking structures, communication processes, its size and slack.The technology is defined by its availability and characteristics.Also in an attempt to broaden the scope from the individual to the organizational environment, Frambach and Schillewaert (2002) propose a multilevel model of innovation adoption that incorporates organizational and individual determinants.This model considers the following constructs determinants of the organization decision to adopt an innovation: the perceived characteristics of innovation, the characteristics of the adopter and environmental influences.The perceived innovation characteristics is influenced by suppliers' marketing effort and the organization's social network and it has influence from the environment.
The characteristics of an innovation that are perceived by potential adopters are at the core of this model.The variables that compose this construct are relative advantage offered by the innovation (that is considered the most important element in the organization's decision to adopt it), compatibility (in accordance with the potential adopter's existing values, previous experiences and needs) and complexity (the extent to which an innovation is perceived as difficult to understand and use).Other variables that compose the perceived innovation characteristics: the possibility of experimentation (on a limited scale), observability (the results of an innovation are visible to others) and uncertainty (a lack of a priori knowledge of the result or effect of innovation adoption).
According to Frambach and Schillewaert (2002), the characteristics of the adopter (an organization), are identified in terms of company size (measured by sales volume or number of employees in the organization) and organizational structure (involving the structure's complexity, degree of formalization and the centralization of decisions).The last variable that identifies adopter characteristics is the organization innovativeness or strategic posture (the degree to which an organization is receptive to new products or ideas organizations in the market environment that have adopted the innovation) and competitive pressures that the market exerts on the company.The suppliers' marketing effort can be observed in the supplier's focus on innovation, its communicate ability and skill and the reduction of risks associated with adopting the innovation promoted by the supplier.The social network is characterized by the organization's interconnectivity with other organizations and the organization's information sharing.
Before the adoption of social media for use in organizational processes can be considered an innovation, the concept should first be defined.According to Boyd and Ellison (2008), social media are web-based services that allow individuals to construct a public or semi-public profile within a limited system, articulate a list of other users with whom they share a connection and view and browse their list of connections and those made by others within the system.Bhagat, Klein and Sharma (2009) go one-step further: to these authors, social media are the online technologies and practices that people use to share opinions, ideas, experiences and perspectives with others.
Acording to Kaplan and Haenlein (2010), social media is a group of internet-based applications that were built on the ideological and technological foundations of Web 2.0, that allow for the creation and exchange of user-generated contents.The individuals make use of user-generated-contents in different ways for different purposes, like to consume usergenerated contents for fulfilling their information, to entertainment, to mood management needs, to interact with the content and other human beings and to produce their own contents on user-generated sites for self-expression and self-actualization (SHAO, 2009).
Recent studies show the importance of using social media in business, for example, to make predictions based on data collected from social media (KALAMPOKIS et al., 2013), to understand offline phenomena by the analysis of online data (JUNGHERR; JÜRGENS, 2013), or to assess the credibility of user-generated contents (CASTILLO et al., 2013).This reveal that the new technologies and new systems that can be accessed through social media change the way companies and corporations use knowledge and innovation abilities to create value, affecting all aspects of management.

RESEARCH MODEL AND HYPOTHESES
The proposed objective was to analyze the factors that determine organizational social media adoption and identify the degree of this adoption, which is understood in terms of its Tornatzky and Fleischer (1990) (the TOE model), Venkatesh et al (2003) and Ratten and Ratten (2007) (Figure 1).The analysis of adoption must be adapted to the relevant innovation or technology (FRAMBACH; SCHILLEWAERT, 2002), thus, the variables in the original models used were adjusted to address the degree of social media use and their adaptation to this specific reality.Thus, the constructs indicators from "perceived innovation characteristics", "adopter characteristics" and "environmental influences" suffered some adjustments that will be explained in the next sections.will not be concerned about the next step, the acceptance of the individual within the organization.

PERCEIVED INNOVATION CHARACTERISTICS
The construct "perceived innovation characteristics" in the multilevel model for Innovation Adoption (FRAMBACH; SCHILLEWAERT, 2002), identifies the benefits and difficulties perceived by the innovation adopter.In the original model, the variables "relative advantage", "compatibility", "observability", "uncertainty", "trialability" and "complexity" define this construct (obs: all these constructs were defined in item 2-background).Social media are widespread and freely available, can be encountered at any time and have an interface that is easy for users to manage (SAFKO, 2010).Thus, the constructs "complexity" (the extent to which an innovation is perceived as difficult to understand and use) and "trialability" (the extent to which an innovation can be tested on a limited scale) were considered to have no influence and were disregarded in this work.This study considered the constructs "relative advantage", "compatibility", "observability" and "uncertainty" defined below in section 2, to influence the variable "perceived innovation characteristics" related to the use of social media.
According to Frambach and Schillewaert (2002), corroborating the results of work performed by Rogers (1983) and Moore and Benbasat (1991), the perception that an organization's members have regarding an innovation affects their propensity to adopt it.
Therefore, we propose the following: Hypothesis 1 -The perceived innovation characteristics positively influence organizational social media adoption.
"Relative advantages" refer to the perceived benefits that virtual social network adoption can have for the organization.A better understanding of the managerial advantage of an innovation increases the likelihood of allocating the managerial, financial and technological resources necessary to use the innovation (ROGERS, 1983).Several authors (TAN;THOEN 2001;TEO;POK 2003;PAPIERS;CLEMENT, 2008) find that relative advantage is a major factor in the adoption of innovations based on Information Technology (IT).
According to Venkatesh et al. (2003), within Information System, " Moore and Benbasat (1991) adapted the characteristics of innovation present in Rogers and refined a set of constructs that could be used to study individual technology acceptance".Yet in this regard, Moore and Benbasat (1991) state that although there were many research in terms of identifying the elements that conduct to the innovation adoption in Information Technology (IT), the scales did not have the validity and reliability necessary, so they decided to measure the potential adopters' perception of technology rather than the perception of innovation itself.
One of the constructs that form the variable "perceived innovation characteristics" is the construct "Compatibility", that can be expressed "as the degree to which an innovation is perceived as being consistent with the existing values, past experiences and needs of potential adopters" (MOORE; BENBASAT, 1991, p. 195).An idea that is incompatible with the values and norms of a social system will not be adopted as rapidly as a compatible innovation (Rogers 1983).According to Ilie et al. (2005), compatibility between the innovation to be adopted and the business environment allows the innovation to be interpreted as familiar.As our innovation being studied is the social media, we can say that if the potential adopter sees the social media as something compatible to the other IT tools, then this perceived characteristic will lead to the adoption of social media.
"Observability" allows the results of an innovation to be visible to others (Moore and Benbasat, 1991).This visibility stimulates peer discussion of a new idea, for example, with an adopter's partners (ROGERS, 1983).According to Moore and Benbasat (1991) observability will reflect the ability to measure, observe and communicate the results of using the innovation.In our case, the social media observability is related to the results that can be observed in using social media, for example, if a company has a Facebook account, this fact can generate more interaction with their consumers.So, this perceived characteristic can lead to the social media adoption.Thus, the observability of results encourages further adoption of innovations such as social media.
According to Frambach and Schillewaert (2002), "uncertainties" can be classified into  c) Social, understood as the acceptability of conflicts related to the potential adoption of an innovation in the adopter's organizational environment.These uncertainties diminish the propensity to adopt an innovation, such as social media.

ADOPTER CHARACTERISTICS
The variable "adopter characteristics" is composed of the constructs "organization size", "organizational structure" and "organizational disposition innovativeness".According to Rogers (1983), Tornatzky and Fleischer (1990) and Frambach and Schillewaert (2002), the characteristics of the adopter are paramount to innovation adoption, which is why one may assume the following hypothesis: Hypothesis 2 -The adopter characteristics positively influence the organizational social media adoption.
Regarding the construct "organizational size", according to Rogers (1983) and Damanpour (1996), large companies have a greater propensity to adopt innovations than smaller companies because they tend to enjoy a greater amount of resources."The size (of the company) is likely a surrogate measure of the various dimensions that lead to innovation adoption: total resources, slack resources and worker technique and expertise (...)" (ROGERS, 1983, p. 379).Studies conducted by Zhu, Kraemer and Xu (2006) also observed this relationship.The adoption of virtual social networks in company business processes requires the commitment of technical and managerial resources.Therefore, larger organizations are more likely to adopt social media because of their resource advantages.
The construct "Organizational structure" can be defined as a set of formal tasks assigned to individuals and departments; formal command relationships, which include lines of authority, decision responsibility, number of hierarchical levels and extent of managerial control; and systems design, to ensure the effective coordination of employees across departments (DAFT, 2005).In an organization with a centralized organizational structure, employees may be unable to sufficiently absorb innovations and lack the ability to react quickly to change paradigms (CALANTONE et al., 2002;HULT et al., 2002).According to Chen and Chang (2012), a centralized organizational structure, complexity and an excess of rules and formalism affect an organization's capacity for innovation adoption, as well as hinder the absorption of knowledge produced by innovation adoption.Thus, an organization that has a high degree of centralization in decision-making and formalism and is organizationally complex can complicate the adoption of social media in business processes., 1996).According to Carayannis and Provance (2008), innovativeness involves a company's ability to capitalize on its position based on the cultural acceptance of innovation, reflected in the company's processes, routines and capabilities.In the context of corporate social media adoption, innovativeness can be measured by the necessity of innovation to the company's survival and by active employee participation in innovation adoption.Frambach and Schillewaert (2002) states that the environment can affect the adoption in two ways:

ENVIRONMENTAL INFLUENCES
1-Deriving from benefits from business partners, that have already adopted the innovation (in a form of network externality); 2-Competitive pressure may promote adoption.
According to Rogers (1983), Tornatzky and Fleischer (1990) and Ratten and Ratten (2007), the external environment influences innovation adoption, indicating why we may assume the following hypothesis: Hypothesis 3 -Environmental influences exert a positive influence on the organizational social media adoption.
Therefore, in our model, the variable "environmental influences" comprises the variables "competitive pressures" and "network externalities".
"Competitive pressures" can be defined as "the degree to which a company is affected by market competition" (ZHU et al., 2006(ZHU et al., , p. 1564)) RUBINFELD, 2005).Transferring the concept of network externality to innovation adoption, the value of an innovation and its probability of adoption are intrinsically determined by whether other users, who are either part of a company's network of relationships or belong to the same value chain in which the company operates, adopt it.

METHOD AND EMPIRICAL STUDY
According to the classifications of research presented by Gil (2002) and Malhotra ( 2004), this research is classified as descriptive and has a causal character because it aims to identify the factors determining corporate social media adoption.In the present work, "degree of intensity" was used to measure the extent to which social media has been adopted within a company.This degree ranged from use in only one of the company's areas or business processes to use in several areas or business processes.Use in only one area corresponds to lower adoption intensity, and the more areas or processes there are using these media, the greater this innovation's degree of adoption.
With regard to objective, this research has an explicative or explanatory character, seeking to explain relationships between variables (GIL, 2002).From a temporal point of view, the study was characterized as cross-sectional (MALHOTRA, 2004), using the survey method by applying an online questionnaire using "SurveyMonkey", a tool for developing and distributing questionnaires.

DEVELOPING THE RESEARCH INSTRUMENT
To define the scales used in the questionnaire's construction, this research relied on several studies found in the academic literature and used in the proposed theoretical framework in the background section of this paper.The choice was made to measure the model's constructs using ordinal indicators, consisting of a seven-point Likert scale ranging from "strongly disagree" (value = 1) to "strongly agree" (value = 7).In addition to the indicator variables of the constructs to be measured, variables related to the respondents' identity were included in the data collection instrument.These variables included:

VR2
The incorporation of social media into the company's business processes differentiates the company from its competitors

VR3
The use of social media produces an increase in company revenues

VR4
The use of social media allows the company to operate in unexplored market niches

VR5
The use of social media improves customer relationships

VR6
The use of social media improves supplier relationships

VR7
The use of social media improves employee relationships

VR8
The use of social media improves the process of hiring new employees

VR9
The use of social media increases the amount of information provided to customers about the products marketed

CP2
The use of social media is compatible with the need for speed in the execution of the company's business process

CP3
The use of social media is compatible with the way employees communicate with people outside the company

CP4
The use of social media in company activities is consistent with the way employees communicate with coworkers

CP5
The use of social media in company activities is compatible with the company's need for information outside of the work environment

PB1
The advantages obtained with the use of social media are widely commented on by the company's customers Rogers (1983); Frambach e Schillewaert (2002); Moore and Benbasat (1991)

PB2
The company began to use social media in its business processes because of the results their competitors obtained with this tool

PB3
The results of corporate social media adoption are perceived by customers

PB4
There is confidence in the use of social media in the company's business processes because of results achieved in company tests using this tool Rogers (1983); Frambach e Schillewaert (2002); Moore and Benbasat (1991) What

PC2
There are many competitors in the industry in which the company operates

PC3
There is great competition to sell products at a lower price than competitors in the market in which the company operates

PC4
There is great competition to have a better quality product than competitors in the market in which the company operates PC5 There is great competition to have a larger variety of products than competitors in the market in which the company operates PC6 There is great competition to offer better after-sales service than competitors in the market in which the company operates

PC7
The tools that the company makes available on the Internet are a differentiating factor between companies in the company's segment Network Externalities

ER2
The company began to use social media that its customers were using

ER3
The company began to use social media that its suppliers were using

ER4
The company began to use social media that its employees were using To keep measuring compatibility with the 7-point scale used in other indicators, the variable "organization size" was measured as described in table 1.
The dependent variable "Social Media Adoption" was considered a proxy variable and it was measured according to the adoption degree of intensity.This degree ranged from use in only one of the company's areas or business processes to use in several areas or business processes.The use only in an area corresponding to the lower intensity of adoption and as It is important to note that the development of this scale is one of this work contribution.
The questionnaire (scales) was validated through an evaluation conducted by three academic experts in strategy and innovation, besides the face-to-face application of the questionnaire in three companies incorporating social media into their business processes.In addition, a pilot test conducted on 10 companies permitted to answer the questionnaire without researcher monitoring to ensure the adequacy and comprehension of the concepts employed.

DATA COLLECTION
For the sake of convenience, non-probabilistic criteria were used to obtain the sample (COOPER;SCHINDLER, 2003).The research universe was composed of companies established in Brazil that have incorporated social media into their business processes.Once the indices were examined, it was observed no occurrence of correlation values between variables that are higher than the value of the "square root of AVE" of the constructs.
Given this result, the model was considered to have discriminant validity.
When structural equation modeling techniques were used, the scales built were considered valid for the proposed model after the variables were cleaned and adjustments were made to the model by determining convergent validity and discriminant validity (Chin 1998).Thus, the next step was to analyze the load of the paths proposed in the model using the structural model shown in Figure 2.   5 were thus analyzed.This analysis allowed us to observe that the paths' t-test results indicated that the relationship between environmental influences and social media adoption showed no significant result (p > 10%) and is thus considered unsupported.Having discussed the significance of the paths tested and the support (or not, in three cases) of the hypotheses suggested to test the proposed model, the study's theoretical model is shown to be robust, representing a real situation with regard to the proposed analysis.This weighting is demonstrated in the ability of the model's proposed relationships to reveal important aspects influencing organizational social media adoption.

FINAL CONSIDERATIONS
This study sought to contribute to the innovation acceptance theory by proposing and testing a theoretical model to assess organizational social media adoption, understood as an organizational innovation.
The results obtained from the analysis of the proposed model showed that the constructs produced confidence indices consistent with the recommended standards.The test of the model, based on the total sample, showed that the constructs preceding social media adoption explained approximately 55% of the last construct's variance and that this proportion was consistent with the average for innovation adoption studies.
Of the three hypotheses proposed, two were supported.The hypothesis related to environmental influences as determining factors in organizational social media adoption was not supported, by reasons proposed in the previous section.
The validation of the study's theoretical model presented evidence that after the decision to adopt innovations, such as the use of social media, perceived innovation characteristics are a major influence on the continuity and intensity of the innovation's use.
They have a strong influence because of the relative advantages acquired (the most important variable), the effective observability of results obtained from this adoption and the innovation's compatibility with the company's environment and needs, confirming the relationships presented by Frambach and Schillewaert (2002).Conversely, uncertainties related to the adoption decision are diluted by the innovation's use, diminishing its importance to the determination of innovation adoption.Vitória, v. 13, n. 6, Art. 5, p. 260 -290, nov-dec. 2016 www.bbronline.com.brAdopter characteristics also have a direct influence on innovation adoption, confirming what is posited in the literature: larger companies utilize social media more intensively, and the adopter's organizational disposition innovativeness strongly influences the continuity and intensity of the innovation's use.Organizational structure, identified in the literature (CALANTONE et al., 2002;FRAMBACH;SCHILLEWAERT, 2002;HULT et al., 2002;CHEN;CHANG, 2012) as a negative influence on the innovation adoption decision, was presented as a positive influence on the social media adoption decision in our study.This result was obtained because the companies studied have strong evidence of structural complexity and moderate structural formalism.This complexity and formalism contributes to the use of social media in business processes, as it enhanced relationships and facilitates communication among users, contributing to the reduction of the organizational structure's complexity in an informal way.
Environmental influences, identified by Tornatzky and Fleischer (1990) and Frambach and Schillewaert (2002) as determinants of the decision to adopt innovations, were not confirmed to determine the degree of adoption.Rather, following the adoption of social media, environmental influences (identified by competitive pressures and network externalities) do not affect the degree of the social media adoption, leaving only perceived social media characteristics and adopter characteristics to influence the continuity and intensity of the social media's use.
As social media is still a recent technological resource, the literature on social media is limited.Most of the texts are concerned with the management or administration of Internetrelated technology.Of the articles and books addressing this subject, few are the results of scientifically rigorous studies conducted in Brazil.Therefore, addressing corporate social media adoption through an understanding of the factors determining its adoption is important to the expansion of knowledge in this area in the Brazilian scenario.
Even around the world, the most papers about social media adoption are related to individual social media adoption (CURTIS et al., 2010;EYRICH, 2008).Analyzing Web of Science database, for example, we can find that research about organizational social media adoption rely on qualitative studies or use of individual acceptance models (like UTAUT or TAM) applied to organizations (MERGEL, 2013;HONG, 2012;THACKERAY et al., 2012).
In this context, as a contribution to science, this work provides a quantitative analysis of the factors influencing companies concerning social media adoption.The models of organizational innovation adoption proposed by Rogers (1983), Tornatzky and Fleischer the process of adoption and implementation of a technology service enables an evaluation of consumer behavioral intentions towards innovation.Still according to Ratten (2014) there are three key stages of the process approach: initiation, process and implementation and she used behavioral intention theories of the technology acceptance model and social cognitive theory to develop and test a number of hypotheses designed to understand the factors influencing intention to use cloud computing services by individuals.Ratten and Ratten (2007) used social cognitive theory in another study about adoption of wireless application protocol (WAP) banking by young people,showing that this theory could be useful to understand the acceptance behavior.In fact, in their study they found that the adoption decision was influenced by outcome values the individuals placed on a new product or service, corroborating other acceptance theories.

Figure 1 -
Figure 1 -Research Model with Hypotheses In the TOE model (TORNATZKY; FLEISCHER, 1990) the authors propose that the technology, the environment and the organization contexts influence the innovation adoption, but they don't consider the adopter's characteristics, what is taking in account in Frambach and Schillewaert (2002) model.According to Ratten and Ratten (2007), their proposed model "is consistent with the foundations of social cognitive theory in that individuals acquire new ideas and knowledge of new practices from their environment, through the media and by observing other people", what can be seen in our model in the variable "Environmental Influences".
, expressing the difficulty experienced by the potential adopter in determining the reliability and the functionality of an innovation; b) Financial, expressing the difficulty of determining whether the adoption will be financially attractive, and (a) economic sector, as identified in accordance with the National Classification of Economic Activities (CNAE in Portuguese) (b) branch of activity, which is a breakdown of the company's economic sector, (c) the origin of the company's capital or controlling interest and (d) the position equivalent to the position held by the questionnaire's respondent.This method resulted in a questionnaire composed of 17 questions and 52 indicators related to the

Figure 2 -
Figure 2 -Structural model of organizational social media adoption The model was bootstrapped in accordance with the recommendations of Hair Junior et al. (2005), with the use in 200 cases with 200 repetitions (200 subsamples) to verify the Student's t-test, and the paths presented in Table5were thus analyzed.This analysis allowed What Factors Lead Companies to Adopt Social Media in their processes: Proposal and Test of a Measurement Model 270 BBR, Braz.Bus.Rev.(Engl.ed., Online),Vitória, v. 13, n. 6, Art. 5, p. 260 -290, nov-dec.2016  www.bbronline.com.br Organizational disposition innovativeness" refers to the company's willingness to support creativity and experimentation in new product development, technology adoption and internal processes and procedures, reflecting a readiness to depart from the status quo and adopt new ideas (LUMPKIN; DESS BBR, Braz.Bus.Rev.(Engl.ed., Online),Vitória, v. 13, n. 6, Art. 5, p. 260 -290, nov-dec.2016www.bbronline.com.br" the theoretical model.Table1list the measurement of the indicators used in the questionnaire, showing the theoretical source of these indicators.

Table 1 -
Measurement of the independent variables