Strategic Knowledge Management System Framework for Supply Chain at an Intra-Organizational Level

In the Web 2.0 and organization 2.0 era, implementing Knowledge Management Systems (KMS) in Supply Chain (SC) in companies should contribute to gain sustainable competitive advantage. Using a case-study in an Italian SME (BONFIGLIOLI), this chapter seeks to propose new processes and recommendations to design and operate an efficient KMS for a SC at an intra-organizational level. This case study shows in particular the role of IT as an artifact implying individuals in organizational knowledge creation. It also shows that implementing KMS in SC makes SC actors change their cognitive scheme and work practices and calls for a new role of middle management.

Competence Management over Social Networks Through Dynamic Taxonomies

The exploitation and integration of social network information in a competence reference model (CRAI, Competence, Resource, Aspect, Individual) are discussed. The Social-CRAI model, which extends CRAI to social networks, provides an effective solution to this problem and is discussed in detail. Finally, dynamic taxonomies, a model supporting explorative conceptual search, are introduced and their use in the context of the Social-CRAI model for exploring retrieved information available in social networks is discussed. A real-world example is provided.

Web 2.0 Social Networking Technologies and Strategies for Knowledge Management

This chapter discusses the Internet phenomenon known as Web 2.0. It explores Internet use, Internet users, and the continuous improvements being made to the Internet. The purpose of this chapter is to explain the impact that social networking has on the modern enterprise; particularly, when it comes to collaboration and knowledge sharing. The growth trajectory of Web 2.0 software such as social networking, blogs, tags, RSS feeds, wikis, YouTube videos, and widgets are presented, and each component is outlined in detail. Each application is also applied to a practical business setting. The benefits and challenges of each application are discussed, and examples of organizations that are implementing Web 2.0 strategies are presented. Some limitations and concerns of Web 2.0 are discussed. The chapter concludes with an examination of the implications of Web 2.0 on companies and their business and marketing strategies.

Web 2.0 and Project Management

The so called Web 2.0 has, in many ways, created the conditions for people to use the power of crowdsourcing. Many business areas and experts are taking advantage of this phenomenon, but what we see is just the beginning. As individuals we are being culturally transformed by Web 2.0 and are ready to use many of these new habits in our working practices. The boundaries between tools and applications we use to interact socially and to work are becoming fuzzier and paler. Management, in general, and specially knowledge and project management have a lot to gain by combining all of these possibilities. This chapter focuses on the synergy of Web 2.0 applications and services and project management needs. To some extent, a knowledge management lens is used to comment and to discuss the issues. Later it examines the Brazilian situation of current project management practices and discusses some cases of our own experience. Also, to gain insight on the path forward, helping levers and possible hampers are identified and discussed in the text. In general, our case study observations indicate that the use of these tools and platforms has become more than promising, because as people become familiar with them, they are usually converted to it.

Exploring the Impact of Web 2.0 on Knowledge Management

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.

KMS for Fostering Behavior Change

This chapter proposes a new theoretical framework for understanding how knowledge management systems may foster behavior change. Drawing upon knowledge management research and institutional theory, the framework proposes that Information Systems and social media channels might support strategies for institutionalizing new patterned behaviors. More specifically, this chapter argues that Information Systems may speed up the diffusion of explicit knowledge and the articulation of tacit knowledge that favor behavior change. In making access to knowledge easier, these tools might build and strengthen new patterned behaviors. Using the proposed theoretical lenses, this chapter discusses an empirical example, Microsoft Hohm, which aims to promote behavior change in the domain of energy consumption in American residences.

The Evolution of KM Practices

The objective of this chapter was to understand how a “hybrid organization” (two automobile manufacturers Renault and Nissan within a strategic alliance) uses social networking and Web 2.0 tools to collaborate not only inside traditional organizational boundaries and within the alliance structure but also across geographical frontiers. Nissan has gradually lost its historic status as keiretsu as a result of its strategic alliance with the Renault. This alliance has had numerous consequences for the organizational structure of Nissan, even though both companies have maintained their identity by maintaining the two brands internationally. KM practices have evolved since the beginning of the strategic alliance. Two phases can be considered. During the first three years of the alliance, the two car manufacturers relied mainly on their own specific KM practices and processes. The second phase started in 2004 with the development of KM 2.0 and Web 2.0 tools. The adoption of these tools by Renault has led to increased collaboration between the two manufacturers.

Social Networks and Knowledge Management

This chapter gives a brief introduction to Knowledge Management (KM) and its components, emphasizing the role Social Networks (SNs) can play on KM. The authors will delineate the benefits of collaboration between the concept of Social Networking and the process of KM. With the advent of Web 2.0 technologies, it is a natural evolutionary outcome that SNs have driven the advancement of KM, and conversely KM has driven the advancement of SNs. In certain instances, SNs and KM have a symbiotic relationship whereby one cannot exist without the other. Moreover, an impact analysis will be performed to show that while SNs are an outcome of KM, both require each other in order to succeed where Social Software fits. This chapter is particularly intended to cater to the needs of librarians in a corporate environment and to show the impact and benefits of SNs and KM in the information world.

Moving Wikis Behind the Firewall

The use of wikis behind the firewall in corporations presents significant opportunities as well as challenges for improving knowledge capture and work processes. This chapter identifies fundamental characteristics of wikis and how these change between public and corporate wikis, and between wikis intended for knowledge capture (intrapedias) and those supporting work processes. A case study describing two organizational wikis illustrates the power of the individual in instigating knowledge capture and the ability of wiki technology to rapidly and easily support individuals in their work efforts. The case study also exposes how adopting wikis can challenge deeply engrained cultural beliefs. As wikis become more prevalent behind the firewall, organizations may need to shift to new ways of thinking about knowledge sharing, the role of the individual versus the collective, and governance. Conversely, characteristics of wikis may need to be adjusted to deal with the realities of knowledge use within organizations.

Collaboration 2.0 through the New Organization (2.0) Transformation

This chapter introduces a new holistic organization transformation (i.e. Organization 2.0) caused by changes in the act of collaboration (i.e. Collaboration 2.0) due to the emergence of Web 2.0 technologies and their use by a new generation of people called Gen Y. Organization 2.0 is based on Social Capital where end-user participation, emergence of social networks and online communities, mass collaboration, and open innovation, have become new levers to put collective intelligence (e.g. crowdsourcing) at the service of the organization, to boost its performance, and to develop its creative capabilities. This chapter tries to sort out confusion that may exist between different concepts like Web 2.0, Enterprise 2.0, Collaboration 2.0, Management 2.0, KM 2.0, Organization 2.0, et cetera.