$2-13$: The management, organization, and technology factors affecting the adoption of internal corporate social networks include:

Management Factors:

Leadership and commitment: Managers need to demonstrate their commitment to a more open, transparent work style.

Incentives: Employees who are used to traditional ways of working need an incentive to use social software.

Planning: Successful adoption and use of a social tool such as Yammer will hit roadblocks without proper planning and organizational buy$-$in$.$

Organizational Factors:

Culture: The culture of the organization plays a significant role in the adoption of social networks. Organizations with a culture of openness and transparency are more likely to successfully adopt these tools.

Business processes: The compatibility of these tools with the firm's business processes is crucial. The technologies won't provide benefits if they are applied to flawed business processes and organizational behaviors.

Technology Factors:

User$-$friendliness: The technology should be easy to use and intuitive.

Integration: The technology should be able to integrate with other systems in the organization.

Relevance: The technology should be relevant to the tasks at hand and the organization's business processes.

$2-14$: Standard Bank was successful in implementing internal social networks because of several reasons. Firstly, they used Yammer during an important conference, which allowed participants to see how intuitive and useful it was. This led to a surge in usage. Secondly, they had strong leadership support, with the Executive Head of Interactive Marketing reaching out to departments most likely to benefit from enterprise social networking. Lastly, they worked closely with various departments within the organization, including IT$,$ risk and compliance teams, human resources, communications department, and executive leadership, ensuring a holistic approach to the implementation.

$2-15$: Whether all companies should implement internal enterprise social networks depends on various factors. If a company has a culture of openness and transparency, and if its business processes are compatible with such tools, then implementing an internal social network could be beneficial. It can promote collaboration, knowledge sharing, and innovation. However, if a company has a more traditional culture, or if its employees are resistant to change, then implementing such a tool could be challenging and may not yield the desired benefits. Therefore, it's not a one$-$size$-$fits$-$all solution, and companies should carefully consider their specific circumstances before deciding to implement an internal social network.