Social media increasingly pervade the business context. Despite the widespread fascination with the transformative capabilities of these tools, and an increased observability of online social media practices in the corporate sector, the adoption process at the organizational level as well as its consequences on policies and strategies are currently less understood. To ameliorate this gap, this study sets out to examine adoption patterns and their resulting organizational policies and strategies that influence or are influenced by specific adoption behaviors. In doing so, this study builds on findings of an interpretive case analysis, that integrates insights from various social media strategists, purposively selected from multiple industries. Guided by several technology adoption frameworks - primarily Orlikowski's structurational analysis - three distinct pathways of social media adoption emerged from the data: (1) early adopters, (2) internal mavericks and (3) bandwagon jumpers. Each pathway is driven by either internal or external social behaviors, and leads to distinct organizational social media practices. Our data shows that existing organizational polices and norms mediate social media adoption practices while in turn, innovative adoption practices transform and influence the emergence of policies and norms in the form of a reflexive feedback mechanism.