Exploring the Impact of Web 2.0 on Knowledge Management

2013 ◽  
pp. 17-43
Author(s):  
Thomas Bebensee ◽  
Remko Helms ◽  
Marco Spruit
Keyword(s):  
Knowledge Management ◽  
Web 2.0 ◽  
Case Studies ◽  
Asset Management ◽  
Knowledge Creation ◽  
User Generated Content ◽  
The Impact ◽  
Exploratory Case Studies ◽  
The Web

Web 2.0 and Knowledge Management (KM) have a considerable overlap. It appears promising to apply Web 2.0 applications for supporting and improving sharing and creation of knowledge. Yet, little research examining the impact of Web 2.0 on KM has been conducted. This chapter presents research examining the suitability and impact of Web 2.0 applications on KM in organizations. Two extensive exploratory case studies were conducted involving 11 interviews with key personnel of two student-run organizations. It is demonstrated how Web 2.0 applications can be used for a number of KM practices mostly related to the areas of asset management and knowledge creation and innovation. Moreover, they suggest that among all the Web 2.0 principles, User-Generated Content and Unbounded Collaboration exert the biggest influence on creating and sharing of knowledge within organizations. The study contributes to the general understanding of how Web 2.0 and KM practices can be interlinked with each other.

Comments on Greenhow, Robelia, and Hughes: Toward a Creative Social Web for Learners and Teachers

2009 ◽  
Vol 38 (4) ◽  
pp. 274-279 ◽  
Author(s):  
Jianwei Zhang
Keyword(s):  
Web 2.0 ◽  
Teacher Learning ◽  
Knowledge Creation ◽  
Social Web ◽  
Community Knowledge ◽  
Design Based Research ◽  
Innovation Research ◽  
Collaborative Creativity ◽  
Research Questions ◽  
The Web

This article commenting on Greenhow, Robelia, and Hughes (2009) examines the potential strengths and weaknesses of Web 2.0 in supporting student collaborative creativity in light of sociocultural conditions of knowledge creation. Weaknesses and challenges are identified related to the embedded and dispersed representation of community knowledge, weak commitment and support to sustained progress, judging of contributions on the basis of popularity instead of advancement, and the conflict between the chaotic emergent Web and rigidly organized schooling. Discussion is extended to the use of the Web for supporting teacher learning and innovation. Research questions are identified calling for design-based research to advance both pedagogy and technology design.

scholarly journals Enhancing innovation capability maturity through knowledge conversion

2011 ◽  
Vol 11 (1) ◽  
Author(s):  
D. Esterhuizen ◽  
C. S.L. Schutte ◽  
A. S.A Du Toit
Keyword(s):  
Knowledge Management ◽  
Knowledge Creation ◽  
Time Frame ◽  
Innovation Capability ◽  
Strong Basis ◽  
Knowledge Conversion ◽  
Capability Maturity ◽  
Use Of Knowledge ◽  
The Impact ◽  
Subject Theory

Purpose: This research was aimed at investigating organisational support by means of knowledge conversion processes toward maturity growth in innovation capability areas. Problem investigated: No formal guidelines exist for the use of knowledge management to grow innovation capability maturity. As knowledge management plays a fundamental role in an enterprise's ability to innovate successfully, the following question arises: Can knowledge creation processes be used to enable innovation capability maturity growth? Methodology: The literature therefore provides a strong basis for the argument that knowledge management and more specifically knowledge creation processes could be used to improve an enterprise's innovation capability maturity. A knowledge creation framework that enables innovation capability maturity growth was designed by aligning knowledge creation processes to the requirements for innovation capability growth from one maturity level to the next. The time-frame of the research did not allow the implementation of the framework, and five industry and subject theory experts were used to evaluate the framework. Findings: All five experts responded positively to, and were in agreement that the reasoning applied when identifying the specific knowledge creation process path as a key enabler of growth between innovation capability maturity levels is logical and sound. Value of research: The unique research contribution of the framework lies in providing a tangible link between the fields of knowledge management and innovation capability maturity.Conclusion: The impact of this research lies in the development of a knowledge creation framework that provides guidelines for the use of knowledge creation processes as a vehicle for innovation capability maturity growth.

scholarly journals The Implementation of Knowledge Management Based On Web 2.0 on Social News Site Hipwee

2019 ◽  
Vol 4 (1) ◽  
pp. 61
Author(s):  
Mufida Cahyani
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Web 2.0 ◽  
Network Effects ◽  
Content Management ◽  
User Participation ◽  
Online News ◽  
User Generated Content ◽  
Organizational Participation ◽  
Social Media Platforms

The emergence of various kinds of social media applications does not only affect the way people communicate, but also penetrates into the realm of online mass media. Social media platforms that carry the concept of web 2.0 namely user generated content and network effects make it easy for a news to become viral in a short time, regardless of the validity and accuracy of the news. Web 2.0 itself is a direct application of the concept of Knowledge Management (KM) which emphasizes collaboration and user participation, but in a broader domain, it is slightly different from KM which emphasizes internal organizational participation. Hipwee as one of the social media-based online news sites applies both concepts to its content management. The purpose of this study was to analyze the extent of the application of KM in relation to Web 2.0. The method used to explore data through interviews with Hipwee managers and direct observation to the office location and also the Hipwee site. The results obtained are that the adaptation of the KM concept has not been applied to Web 2.0 on the Hipwee site, namely the concept of data mining, while the Web 2.0 concept has been applied to KM, namely unbounded collaboration, user generated content and network effects.

The Creation of a Context to Knowledge Management and Innovation

2018 ◽  
pp. 383-396
Author(s):  
Rodrigo Dos Santos Costa
Keyword(s):  
Knowledge Management ◽  
Data Analysis ◽  
Tacit Knowledge ◽  
Knowledge Creation ◽  
Central Axis ◽  
The Internet ◽  
Information Economy ◽  
Public Data ◽  
And Storage ◽  
The Web

In spite of a contemporary discussion about the management of knowledge and the deep use of technologies focused on architecture, organization and knowledge detection based on organization inner data analysis, as well as public data available on the internet, it is necessary a critic look above the organization knowledge creation processes even as the load of tacit knowledge there is in an organization. It is observed that the evolution of technologies, such as mobile computing, the web, besides the architecture of the computers and their ability of handling and storage data, has brought to the information economy or the age of knowledge, diverting focus on people, the central axis of organizational knowledge, and their ability to reason, infer, make decisions, and above them all the processes of knowledge creation focused on the collaborative solution of problems and generation of innovation based on the socialization of knowledge.

Al-Qaeda on Web 2.0

2012 ◽  
pp. 221-238
Author(s):  
Anne Gerdes
Keyword(s):  
Web 2.0 ◽  
Virtual Communities ◽  
User Participation ◽  
Al Qaeda ◽  
Ethical Perspective ◽  
Structured Media ◽  
Web Communication ◽  
The Media ◽  
The Impact ◽  
The Web

This chapter investigates al-Qaeda’s use of Web 2.0 as a tool for radicalization and recruitment. The media network of al-Qaeda is described in order to demonstrate the impact of their well structured media strategy for harnessing the power of the Web. They use a strategy that makes them stand out from other extremist groups, who in most cases lack an overall approach towards branding and Web communication. It is shown why this strategy works and enables al-Qaeda to set the agenda for online global jihadism and cultivate virtual communities of engaged jihobbyists. Finally, a virtue ethical perspective demonstrates the shortcomings of the al-Qaeda Web 2.0 strategies, by which it is suggested that their Achilles’ heel is exactly the ideas inherent to Web 2.0, which are reflected in a bottom up participatory perspective. Thus, the Al-Qaeda online social movement does allow for engaged user participation, but without providing opportunities for free spirited critical reflection and self articulation of goals.

The Different Key Processes in the Implementation of Knowledge Management Among IC Designers, Distributors and Manufacturers

2011 ◽  
pp. 362-377
Author(s):  
Pei-Di Shen ◽  
Tsang-Hsiung Lee ◽  
Chia-Wen Tsai ◽  
Yi-Fen Chen
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Integrated Circuit ◽  
Knowledge Creation ◽  
Semiconductor Manufacturing ◽  
Knowledge Application ◽  
Exploratory Investigation ◽  
Manufacturing Company

This study is an exploratory investigation of the enabling roles of knowledge management for integrated circuit (IC) Designers, Distributors, and Manufacturers. This study explores the different enabling roles in terms of knowledge creation, storage/retrieval, transfer and application when businesses implement knowledge management in upstream, midstream, and downstream firms in the IC industry. Three cases, Winbond, Worldpeace, and Taiwan Semiconductor Manufacturing Company (TSMC) were studied and analyzed systemically to illustrate the findings and insights in this study. The findings in this study point out that IC designers may focus more on knowledge storage, while IC distributors pay more attention to knowledge application and IC Manufacturers emphasize knowledge creation. The necessity to implement knowledge management in the distribution industry is also emphasized in this study. Moreover, the reasons for the different enabling roles are presented in the ‘Insights from Case Studies’ section of the paper.

Could Web 2.0 Technologies Support Knowledge Management in Organizations?

2010 ◽  
pp. 197-210
Author(s):  
Luiz Fernando de Barros Campos
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Web 2.0 ◽  
Web 2.0 Technologies ◽  
Work Processes ◽  
Privacy And Security ◽  
Technology Tools ◽  
Challenges And Opportunities ◽  
Knowledge Intensive ◽  
The Web

This chapter investigates whether information technology tools typical of Web 2.0 can support Knowledge Management (KM) practices in organizations. An investigation on the Web is conducted and the appropriate literature examined. The information technology tools employed in organizations nowadays are discussed with the help of three guidelines which each present two opposing ideas: knowledge creation versus knowledge sharing, tacit knowledge versus explicit knowledge and hierarchical KM versus organic KM. It is argued that these tools reveal an innate contradiction: they are based on a centralized conception and production but aim to deal with informal, fluid processes, which resist structuring. The term Enterprise 2.0 is defined and examined, since it brings out a critical view of traditional KM technology. In this context, the prevailing technologies on the Web are described as well as the associated use practices. The technologies and practices highlighted are those that enhance the collective creation of information and knowledge-intensive products and the active, rich user participation which influences the development of own technologies. Subsequently, many Web 2.0 tools and services that are, or could be, used in KM practices are described and the sites that provide them are indicated. It is noted that these new technologies are inducing cooperative and decentralized work processes that lead to emerging products of high quality and complexity. Furthermore, they are characterized by net effects, simplicity, ease of use, low cost and rastreability. Nevertheless, there are some difficulties in the application of Web 2.0 technologies, among them, the attainment of performance requisites, privacy and security, the possible emergence of counterproductive results and the need to motivate people to create content. The challenges and opportunities in the organizational use of Web 2.0 technologies are remarked. Finally, the managerial interventions appropriate to enable the success of KM projects based on Web 2.0 technologies are discussed.

The Impact of Web 2.0 on Public Engagement in the Israeli Home Front (From the 2006 Lebanon War to the 2014 Israel-Gaza Conflict)

2018 ◽  
Vol 5 (2) ◽  
pp. 52-63
Author(s):  
Galit Margalit Ben-Israel
Keyword(s):  
Social Media ◽  
Web 2.0 ◽  
Social Networking ◽  
Public Participation ◽  
Public Engagement ◽  
Social Networking Sites ◽  
Home Front ◽  
User Generated Content ◽  
Asymmetric Conflicts ◽  
The Impact

This article deals with citizen engagement and public participation being in crisis on the Israeli home front, in the era of Web 2.0. Since 2004, Web 2.0 characterizes changes that allow users to interact and collaborate with each other in a social media dialogue as creators of user-generated content in social networking sites: Facebook, Twitter, blogs, wikis, YouTube, hosted services, applications, WhatsApp, etc. Since 2006, Israel is involved in asymmetric conflicts. The research defines the impact of Web 2.0 on public engagement in the Israeli home front. The case studies examined in the research are: 1) The 2006 Lebanon War (July-August 2006); 2) The Gaza War (27 December 2008 and ended on 18 January 2009); 3) Operation Pillar of Defense (November 2012); and 4) The 2014 Israel–Gaza conflict.

Innovation and Driven Knowledge Management

2011 ◽  
pp. 392-427 ◽  
Author(s):  
Eng K. Chew ◽  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Absorptive Capacity ◽  
Asset Management ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Idea Generation ◽  
External Knowledge ◽  
It Managers ◽  
New Knowledge ◽  
And Performance

As described in Chapter X, fundamental to the company’s innovation capabilities is the level of collaboration and knowledge management capabilities available to support the innovation process. The ability of an organization to identify, acquire, and utilize external knowledge, known as knowledge absorption, can be critical to the firm’s operational success (Adams, Bessant, & Phelps, 2006). A survey by Adams et al. (2006) shows that three areas of knowledge management are critical for innovation management: idea generation, knowledge repository (including the management of tacit and explicit knowledge), and information flows (including information gathering and networking). Further they note that several researchers have found that the firm’s ability to “absorb and put to use new knowledge,” known as knowledge “absorptive capacity,” has direct impact on the firm’s innovation and performance (Chen, 2004; Tsai, 2001). Popadiuk and Choo (2006) have further shown that innovation and knowledge creation are related. Innovation is a result of knowledge creation. Innovation is related to the firm’s ability to combine new knowledge with existing knowledge to create new knowledge that is unique to the firm. It is also related to the firm’s ability to diffuse knowledge throughout the organization so that the organization as a whole increases its absorptive capacity. Knowledge diffusion can be facilitated by IT infrastructure and knowledge management system. Knowledge management is aimed at leveraging internal and external knowledge to create value from the firm’s intangible assets. According to Metaxiotis and Psarras (2006), knowledge management contributes to value creation by enhancing: intellectual asset management, operational efficiency, customer and competitor intelligence, continuous improvement, organizational learning, innovation in products and services, and time to market. They report of findings from American Productivity and Quality Center that greater emphasis should be made by firms on “using knowledge management to become more efficient innovators.” To leverage knowledge management for business innovation, IT managers must first understand the basic principles, theories, and practices of knowledge management. Next, they must understand how knowledge management will contribute to innovation. This chapter aims to address both topics to help make IT managers become the IT innovators.

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