| Tweeting CEOs present an enigmatic space of personal and professional media use, which can be understood simultaneously as an extension and a blurring of the traditional organization. While there does exist ample literature containing prescriptive practices about how CEOs ought to tweet, there is a scarcity of descriptive research, detailing how they actually tweet. Through content analyses and personal interviews of a diverse group of ten CEOs this paper begins to address this gap by asking the question: what is the role of CEOs' personal tweeting practices in the communicative constitution of an organization (CCO)? Then, through the application of McPhee and Zaug's four flow framework (2000) to the data we emerge with a better understanding of the use of Twitter from the author's perspective and observe several connections between CEOs' personal tweeting habits and CCO. In turn, we gain some instructive glimpses into the intricate DNA of the modern organization. |
