Collaboration Continuum: Cultural and Technological Enablers of Knowledge Exchange: This Working Group Is Studying Knowledge Collaboration and Its Role in Organizational Productivity and Organization. A Major Component of This Project Is an Examination of How Enterprise 2.0/social Networking Tools Can Complement Interpersonal Collaboration Networks

By McNamee, Robert C.; Schoch, Natalie et al. | Research-Technology Management, November-December 2010 | Go to article overview

Collaboration Continuum: Cultural and Technological Enablers of Knowledge Exchange: This Working Group Is Studying Knowledge Collaboration and Its Role in Organizational Productivity and Organization. A Major Component of This Project Is an Examination of How Enterprise 2.0/social Networking Tools Can Complement Interpersonal Collaboration Networks


McNamee, Robert C., Schoch, Natalie, Oelschlaeger, Peter, Huskey, Leonard, Research-Technology Management


Throughout his career, Peter Drucker often spoke about the importance of knowledge to the competitiveness of corporations. For example, in discussing past success at increasing labor productivity, Drucker suggested, "The most important contribution management needs to make in the 21st century is similarly to increase the productivity of knowledge work and knowledge workers" (1999, 79). Although organizations often understand that information, knowledge, and expertise are their most important assets, many still struggle in this area, wasting millions of dollars as employees re-create information that already exists, or missing opportunities when employees don't share knowledge with one another. Open knowledge sharing seems to be the exception rather than the rule, with knowledge hoarding and guarded skepticism of the knowledge offered by others de facto attitudes in many organizations.

Recognizing the value of the knowledge spread across their members, many organizations have invested a great deal of money, time, and effort in knowledge management (KM) systems. KM has a long and storied history, but the dream that knowledge can be easily captured, shared, and applied has rarely been fully realized. The repository-based view of knowledge management that dominated the field for more than a decade was quite unnatural for most employees; collaboration and knowledge exchange, it turns out, most often happen interpersonally, via informal social networks.

The recognition of the importance of tacit knowledge and interpersonal knowledge transfer as well as, implicitly, the limitations of a repository-only approach to KM are certainly not new. Polanyi (1966) is often credited with highlighting the importance of tacit knowledge (knowledge that is difficult to codify, embedded in individuals' and groups' experiences, and difficult to transfer without high degrees of shared understanding). Nonaka (1991) builds on these concepts to describe the interplay of tacit and explicit knowledge and the sequential building of knowledge between individuals and groups within organizations. This perspective, which has been further developed in hundreds of papers and books, highlights the fact that the transfer and collaborative building of knowledge, not simply its retention, should be the phenomena of greatest interest. Unfortunately, for many years the IT tools available for KM have been disconnected from theory and research, and theory was often perceived as too abstract or impractical for organizations to act on. In the last few years, Web 2.0 technologies (e.g., social networking tools, wikis, blogs, electronic forums, microblogging applications, and rating and ranking systems) have entered the corporate knowledge environment. These systems offer tremendous potential to exploit informal social connections, leverage tacit knowledge, and shift the focus to knowledge transfer and the social creation of knowledge. Unfortunately, these systems also have many of their own challenges.

Enterprise 2.0 (E2.0) or Enterprise Social Computing are terms used to describe the use of emergent social computing platforms within organizations or between organizations and their suppliers, partners, or customers to connect people throughout the enterprise and facilitate knowledge-sharing and collaboration in more natural ways. (1) These interconnected, open platforms enable emergent collaboration and allow organizations to leverage the collective intelligence of their employees.

Collaboration Continuum Working Group / Project

The Collaboration Continuum working group was initiated last year as a part of the Industrial Research Institute's Research-on-Research program. The project seeks to draw on the experience of companies already successfully using E2.0 to develop solid empirical evidence of the pre-conditions necessary for E2.0 success. We also seek to explore the value of E2.0 in enabling collaboration and ultimately innovation. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited article

Collaboration Continuum: Cultural and Technological Enablers of Knowledge Exchange: This Working Group Is Studying Knowledge Collaboration and Its Role in Organizational Productivity and Organization. A Major Component of This Project Is an Examination of How Enterprise 2.0/social Networking Tools Can Complement Interpersonal Collaboration Networks
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this article
  • Highlights & Notes
  • Citations
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.