The application of digital communications technologies and the dynamics created by liniking to other digitally connected grass roots organisations can have transformative effects.
Using the 2014 Scottish independence referendum as a case study, this paper asks:firstly, to what extent is the use of digital communications technologies (DCTs), in particular social media, associated with fundamental changes to campaignorganisations, specifically to the command and control model? Secondly, underwhat conditions are challenges to the model more likely to emerge?Using mixed methods, our analysis of the case demonstrates that radicalorganisational or strategic change is not inevitable, nor is there a one-size-fits-allapproach. Technologies are not ‘just tools’ that any campaign with enoughresources will adopt in similar ways. Instead, depending on a number ofinterdependent factors (i.e. context, resources, strategy, organisational structure andculture), some campaigns—like Better Together—selectively adopt digital toolsthat fit with the command and control model; in other cases—like Yes Scotland— the application of DCTs and the dynamics created by linking to other (digital-enabled) grassroots organisations can have transformative effects