Preface. Knowledge management 2.0: organizational models and enterprise strategies

Imed Boughzala () and Aurélie Dudézert ()
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Imed Boughzala: IMT-BS - DSI - Département Systèmes d'Information - TEM - Télécom Ecole de Management - IMT - Institut Mines-Télécom [Paris] - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris]
Aurélie Dudézert: LGI - Laboratoire Génie Industriel - EA 2606 - CentraleSupélec

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Abstract: In the last few years, Knowledge Management (KM) practices have evolved in organizations. Due to the introduction of Web 2.0 technologies, new usages of information and knowledge sharing have emerged (Enterprise 2.0). The new generation of employees (Generation Y or Milennials) has new habits at work. They use everyday Web 2.0 technologies (Blogs, Wikis, RSSi, Folksonomy, social networking platforms, Mashups, Podcasting, etc.) in the private arena, and therefore, consider that such technologies for e-collaboration and self-organizing are the best means/methods to work. They are eager to simply and quickly find good information/knowledge, anytime and anywhere, and are not intimidated by knowledge complexity and organizational hierarchy. Thus, the concept of KM has been impacted and has evolved towards more human interactions management and interpersonal networking, in addition to traditional information and knowledge processing. Organizations are currently developing a new type of KM which is social-based and may be called KM 2.0. They become knowledge-centric organizations because they focus more on KM and social collaboration, rather than on hierarchy and control. In this new era, all employees can equally participate in creating, using, and sharing information and knowledge. Knowledge is no longer a matter for experts. Every individual (or knowledge worker) plays a central role in this case. Knowledge generated by employees is not only used for designing value-added products or services, but also for inventing new work modes based on people empowerment, user emergent participation and collaboration. Business models, organizational management, work modes, knowledge worker's skills and behavior, and so forth are intended to be transformed, reviewed, and even sometimes to be rethought. The book aims to give an overview on theoretical and empirical research that investigates the next Knowledge Management (KM) generation (McElroy, 2002) in the Web 2.0 age, which would be called KM 2.0 (Dudezert & Boughzala, 2008). It highlights evolutions of the KM area with a global focus and an international dimension of studies. The objective is also to compare different approaches and practices developed in different countries and cultures.

Date: 2012
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Published in Imed Boughzala; Aurélie Dudezert. Knowledge management 2.0: organizational models and enterprise strategies, Information Science Reference‎, pp.vi-xiii, 2012, 978-1-61350-195-5. ⟨10.4018/978-1-61350-195-5⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00832881

DOI: 10.4018/978-1-61350-195-5

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