some campaigns – like Better Together – selectively adopt digital tools that fit with the command and control model; in other cases – like Yes Scotland – the application of digital communications technologies and the dynamics created by linking to other (digital-enabled) grassroots organizations can have transformative effects.
Using the 2014 Scottish independence referendum as a case study, this article asks first, to what extent is the use of digital communications technologies, in particular social media, associated with fundamental changes to campaign organizations, specifically to the command and control model? Second, under what conditions are challenges to the model more likely to emerge? Using mixed methods, our analysis of the case demonstrates that radical organizational or strategic change is not inevitable, nor is there a one-size-fits-all approach. Technologies are not ‘just tools’ that any campaign with enough resources will adopt in similar ways. Instead, depending on a number of interdependent factors (i.e. context, resources, strategy, organizational structure and culture), some campaigns – like Better Together – selectively adopt digital tools that fit with the command and control model; in other cases – like Yes Scotland – the application of digital communications technologies and the dynamics created by linking to other (digital-enabled) grassroots organizations can have transformative effects.
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