Abstract
Dominant perspectives within information systems management (IS) and organisational behaviour (OB) underscore the importance of enterprise social media (ESM) as a means to enhance knowledge sharing, job performance and work engagement, allowing greater freedom to employees to voice their concerns and work-related opinions. While these insights are claimed to offer multiple positive outcomes, they overlook inherent risks to employees in three key areas of employment relations: collective and individual voice, performance management, and employee surveillance and monitoring. By integrating theories from media studies with IS, OB and industrial relations (IR) research we extend the theoretical discussion and develop important research questions on how organisations via ESM could exercise greater control over direct and representative voice, employee interpersonal relations, networks and behaviours and the implications of these practices on employee experiences and outcomes.