Abstract:
Web 2.0 technologies such as blogs, wikis and social networking sites are transforming the way people use the World Wide Web in both social and organisational contexts. The modern Internet user wants to participate and connect with others to share ideas and common interests. Given the well-recognised struggle of organisations to capture organisational knowledge, today's information professionals must consider how this motivation to share and connect could be exploited and embedded into corporate culture in appropriate and effective ways. Since the 1990s, knowledge management theories have emphasised the role that collaboration plays in innovation. New knowledge can be created when employees are given opportunities to work in partnership, and innovation provides an organisation with competitive advantage. The emergence of Web 2.0 technologies offers new options for knowledge managers in the corporate environment to create collaborative online workspaces for employees. Framed as a qualitative study employing case study methodology and informed by knowledge management theory, this research focuses primarily on the experiences of one global professional services firm with a sizable presence in New Zealand. The research report provides valuable insights into the successes, failures and struggles of this organisation as it grapples with determining the business value of Web 2.0 technologies. In this way, the research contributes to the growing body of work that is currently building a picture of the benefits and challenges that Web 2.0 poses to businesses, and will assist other corporate organisations that may wish to explore the potential of Web 2.0. The research concludes that successful implementation of Web 2.0 in the corporate environment depends upon finding the right project and creating the right conditions for it to flourish. The study shows that these new tools can be used effectively to complement, rather than replace, existing knowledge sharing initiatives.
