Web 2.0 and the empowerment of the knowledge worker

Abstract

Purpose-The purpose of this paper is to discuss the potential of Web 2.0 technologies for knowledge management and to explore how corporate governance models influence the adoption of Web 2.0 for organisational learning and knowledge exchange. Design/methodology/approach-The paper begins with a literature review to understand the phenomenon of Web 2.0. It introduces the opposing governance models of hierarchical pyramids and flat pancakes to assess barriers and leverage factors for the implementation of Web 2.0 technologies as a knowledge management system which is based on collaboration and the flow of information in networks; this discourse includes concepts for the nature of knowledge and decision-making processes. Finally, the potential of Web 2.0 to drive empowerment of knowledge workers is discussed. Findings-The potential of Web 2.0 technologies to act as a lever for organisational learning and knowledge exchange depends on the degree of openness, freedom, and employee empowerment in corporate environments. Work structures and communication processes differ between employees in corporate settings and peers in web communities. Peers enjoy a high degree of personal freedom and autonomy in their participative behaviour. Employees are on the contrary tied to policies of power, control, and interdependencies within business units. Originality/value-This article links a discussion of Web 2.0 to ideas for corporate governance and the nature of knowledge. Particular attention is paid to decision-making policies and organisational structures which predetermine the successful application of Web 2.0 technologies for knowledge management.

Transactive memory systems and Web 2.0 in knowledge sharing: A conceptual model based on activity theory and critical realism

“…These technologies can help support interactive KS as such "new platforms focus not on capturing knowledge itself, but rather on the practices and output of knowledge workers" (McAfee, 2006, p. 23). A key objective of Web 2.0 is to allow for greater social networking behaviours and multivocality within the corporate context and enhance collaboration and interactivity between people (Schneckenberg, 2009;Von Krogh, 2012;Huang et al, 2013).…”

“…Such technologies have been designed to enhance interactivity, socialising, expand social networks, allow for multitasking, and stimulate innovation and collaborations between people (McAfee, 2006;Schneckenberg, 2009;Davison et al, 2013;Von Krogh, 2012).…”

Exploring individual, social and organisational effects on Web 2.0-based workplace learning: a research agenda for a systematic approach

“…For example, developing and maintaining a virtual CoP (a shared work area) would enable employees to collaborate and publish. It is of interest to note that a survey conducted by McKinsey finds that 75% 9 of executives are positive that investment in Web 2.0 tools would foster desired behaviour such as collaboration (Schneckenberg 2009). As organisations are primarily about people, and learning is basically about people, the study of Chatti et al (2007) maintains that organisational support should move from a technologydriven focus to a focus on support for employees.…”

From Mass Production to Mass Collaboration: Institutionalized Hindrances to Social Platforms in the Workplace

“…Work structures and communication processes also differ between employees in corporate settings and peers in web communities (Schneckenberg 2009 When we seek to explain social change, or the lack thereof, we need to start with the individual-with agency (Lauring 2013). The interplay between agency and social structure is the heart of structuration theory (Giddens 1984).…”

“…With the division of labor, modern workers have become increasingly specialized (Huber 2010, Schneckenberg 2009 (Dekas et al 2013), and despite the fact that we have moved from working on time to online (Sørhaug 2001).…”