Social Media in Organizations: Leveraging Personal and Collective Knowledge Processes

Abstract

By using social media, many companies try to exploit new forms of interaction, collaboration, and knowledge sharing through leveraging the social, collaborative dimension of social software. The traditional collective knowledge management model based on a topdown approach is now opening up new avenues for a bottom-up approach incorporating a more personal knowledge management dimension, which could be synergized into collective knowledge using the social-collaborative dimension of social media. This article addresses the following questions: (1) How can social media support the management of personal and collective knowledge using a synergetic approach? (2) Do the personal and collective dimensions compete with each other, or can they reinforce each other in a more effective manner using social media?Our findings indicate that social media supports both the personal and collective dimensions of knowledge, while integrating a social collaborative dimension. The article introduces a framework that classifies social software into four categories according to the level of interaction and control. With certain tools, individuals are more in control. With other tools, the group is in control, resulting in a higher level of interaction and a diversity of knowledge and mindsets brought together. However, deploying and adopting these new tools in an organizational context is still a challenging task for management, owing to both organizational and individual factors.

Moderation of Enterprise Social Networks _ A Literature Review from a Corporate Perspective

“…251.] which is in accordance with the widely mentioned permissive corporate culture [4,15,31,57,64]. In their focus group research with senior IT managers, they further bring up a user self-policing mechanism through the elimination of anonymity.…”

“…The second approach is motivated by the bottomup ideology of the web 2.0 roots [64] and advocates a loose moderation to comply with the user-centric ESN nature [4,15,31,39,45,57,63,64]. Table 1 at the beginning of the paragraph highlights that only three articles ( [4,15,39]) of the sample were in clear favor of such an employee self-organization.…”

“…Table 1 at the beginning of the paragraph highlights that only three articles ( [4,15,39]) of the sample were in clear favor of such an employee self-organization. However, six further articles ( [31,45,55,57,63,64]) are positively discussing it with the respect to other approaches. In the literature based review of web 2.0 technologies in organizations [64] conclude that prior "highly standardised information infrastructures tightly administered by top management" [64; p. 6] stay contrasting to the new technology, especially naming the intranet as an artifact.…”

“…x [14] x [15] x [17] x [19] x [21] x [23] x [26] x [28] x [31] (x) x (x) [32] x [33] x [34] x [38] x [39] x [45] (x) [50] x [53] x [54] (x) [55] (x) (x) [57] (x) (x) [62] x [63] (x) (x) [64] (x) (x) [68] x [70] x (x) not soley in favor 3 5 6 x in favor 4 17 3 the narrative put one approach in the foreground, we could still gain useful insights about another approach. Consequently, one article might be assigned to two approaches and if one approach is clearly favored "x" is used as an indicator.…”

Social Media Success Model for Knowledge Sharing (Scale Development and Validation)

“…In theory, Nonaka argues that knowledge is created only through [5] suggested that knowledge sharing as sharing expertise, information, advice, and ideas between individual to individual within an organization. Research in the field of social media and knowledge management that has done this time includes conceptual models, case studies, empirical studies (e.g., [6][7][8][9][10][11][12]) One of the studies related to the social media and knowledge management by Razmerita et al [13]. They argue that there are principles in common between social media and knowledge management [10].…”