Web 2.0 and the Empowerment of the Knowledge Worker

Dirk Schneckenberg

This is an article written to highlight the importance of Web 2.0 technologies that refers to the next generation of web sites and applications that harness the power of the web for interactivity, collaboration, and data sharing. The author uses the survey of McKinsey to show how companies benefit from using the Web 2.0 technologies. According to McKinsey survey of executives, an astounding of 75 percent of respondents indicate that their companies have invested and will either maintain or even increase their investments in Web 2.0 tools which foster social networking behaviour like user collaboration and peer exchange in business. Web 2.0 technologies have pervaded the corporate sphere where they are currently assessed as a measure to increase employee performance and to improve web-based customer services.

The trends in the McKinsey survey show a considerable increase for the use of Web 2.0 technologies in corporate business. But is this adoption of Web 2.0 as a collaboration platform a general phenomenon, which affects all companies without any distinction, or does its dispersion and sustainable use in the corporate sector depend on specific forms of organisational culture? How do corporate structures and decision-making roles influence the potential of Web 2.0 to enhance group interaction, organisational learning and the empowerment of employees?

Review:

This is a well-written article on Web 2.0 and knowledge sharing. It is true that social networking behaviour like user collaboration and peer exchange in business will increase employee performance and improve web-based customer services. This article asks two very important questions,

1. Is this adoption of Web 2.0 as a collaboration platform a general phenomenon, which affects all companies without any distinction, or does its dispersion and sustainable use in the corporate sector depend on specific forms of organisational culture?

2. How do corporate structures and decision-making roles influence the potential of Web 2.0 to enhance group interaction, organisational learning and the empowerment of employees?

Of course an organisational culture change, in companies and government departments, is required for successfully use and benefit from Web 2.0 technologies (an example is e-Government). The top-down corporate structure and decision-making roles will certainly affect the potential of Web 2.0 to enhance group interaction, organisational learning and the empowerment of employees, unless there is a change in corporate environment, which encourages autonomous and self-responsible employee decisions.

Posted by the "Enlightenment" or some such Innovative name.

•Clement

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•Teri

Knowledge Works as Fractals

Article:
Shohan, S. and A. Hasgall, Knowledge Works as Fractals in a Complex Adaptive Organisation. Knowledge and Process Management, 2005. 12(3): p. 225-236.

Type: Empirical research article

Audience: Senior Managers, CIO, Employees

Focus:
To prove that organisations that possess the characteristics of a complex adaptive system will achieve proven knowledge management capabilities, while improving the processes of knowledge performance and integration between employees. These organisations will be better able to respond correctly and quickly to dynamic changes in the environment.

Summary:
Qualitative research was undertaken to measure/understand/determine an employee’s value to an organisation when their personal knowledge bank grows. The research considered the role of the manager when this phenomenon occurred. Also, the research discusses how knowledge workers as fractals can operate sufficiently as silos regardless of organisational change. The goal of the research is to find a link between knowledge workers and the presence of knowledge management processes in an organisation. Additionally, the article discusses the impact of global commerce, technological development, media usage, a change in consumption characteristics and a change in the patterns of organisations.

Data was collected via observation sessions and interviews with members of six different organisations such as academic institutions, government departments, and a retail organisation.

Research findings included acknowledgement that:

• knowledge management is a central and strategic tool for an organisation
• knowledge management processes are inadequate or non-existent
• openness and honesty are important conduits for knowledge sharing
• Organisations must create an environment that is conducive to knowledge sharing else knowledge is lost.

According to the authors, the findings confirmed both managers and employees are responsible for synchronizing knowledge and dispersing that knowledge. The findings also affirm that the process of knowledge transfer between employees within an organisation is incompatible with dynamic reality.

Review:
The authors’ hypothesis of a link between the complex adaptive systems model and the organisation’s ability to manage knowledge was supported by observations, interviews and case studies. The authors describe well their sample selection and provide good use of statistics to demonstrate plausibility in their hypothesis. After reading the article, I feel well informed and eager to apply, in my workplace, the authors’ learnings, including their criteria used to define and develop observation sessions and interviews.