Knowledge Management 2.0: Organizational Models and Enterprise Strategies

Citation

Isfandyari‐Moghaddam, A. (2013), "Knowledge Management 2.0: Organizational Models and Enterprise Strategies", Online Information Review, Vol. 37 No. 3, pp. 481-482. https://doi.org/10.1108/OIR-04-2013-0087

Even as Web 2.0 has become embedded in the mainstream of Internet developments, now, with a convergence culture and social‐oriented vision (i.e. connection, interaction, relationship, participation, socialisation, collaboration, distribution and dynamism), new types of “n 2.0” are already developing. As a consequence, knowledge management (KM), organisational management and behaviour and knowledge workers' competencies are being rethought and redesigned. Considering KM 2.0 as “a model that places collective intelligence at its core and promotes its use by accelerating the distribution of information” (p. viii), this collected volume aims to provide an overview of theoretical and empirical research that investigates the next KM generation in the Web 2.0 age, highlight evolutions of the KM area with a global focus and an international dimension of studies, and compares different approaches and practices developed in different countries and cultures.

Organised in two sections (KM 2.0 and Web 2.0 Technologies, and Business Implications of KM 2.0), the work includes 11 chapters by 25 contributors. Underscoring the collective intelligence and social capital that Web 2.0 technologies can present, Section 1 generally examines the usage, suitability and impact of Web 2.0 applications like wikis and social networks on KM processes (knowledge capture, creation and sharing) and human resources management within different types of organisations.

Through reporting on a few international cases Section 2 shows how the KM 2.0‐based implementation of traditional KM practices in business organisations has presented KM 2.0 entities with new circumstances. The empowering implications of implementing KM 2.0 in various managerial affairs such as supply chain, project management, strategic alliance, competitive advantage, behavior change and social domination (governance) are discussed at length. Defining key terms and providing further readings at the end of most chapters, presenting all references in a single bibliography, and a full index at the end of the book are structural strengths of the work.

Reading this volume will present readers with useful insights for the world of practice and new horizons for developing interesting research topics.