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Published in:
Advances in Knowledge Management: An Overview Read chapter Read first chapter

2016 | OriginalPaper | Chapter

3. Knowledge Management and Enterprise Social Networking: Content Versus Collaboration

Author : Daniel E. O’Leary

Published in: Innovations in Knowledge Management

Publisher: Springer Berlin Heidelberg

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Abstract

Historically, most enterprise knowledge management efforts have been content-based; however, recently firms have begun to focus their knowledge management efforts into collaboration. As a result, enterprises are changing their knowledge management strategy, focusing on collaboration, using enterprise social networking (ESN). This bifurcation has brought attention to user’s potential supply and demand of knowledge for tasks and decision making: Which do they use, content, collaboration or both? This paper investigates three potential theories to analyze that choice. In addition, the bifurcation suggests development of approaches to facilitate the integration of content and collaboration. Further, this paper investigates the role of personal knowledge management in collaboration and content generation. A case study is presented to illustrate some of the concepts generated in this paper. Finally, this paper proposes a number of potential research issues resulting from this investigation.

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previous chapter A Methodology for Systematic Project Knowledge Reuse
next chapter Social Media and Employee Affiliation: Networks of Practice as New Supra-Organizational Entities
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Metadata
Title
Knowledge Management and Enterprise Social Networking: Content Versus Collaboration
Author
Daniel E. O’Leary
Copyright Year
2016
Publisher
Springer Berlin Heidelberg
Book
Innovations in Knowledge Management

Print ISBN: 978-3-662-47826-4

Electronic ISBN: 978-3-662-47827-1

Copyright Year: 2016

DOI
https://doi.org/10.1007/978-3-662-47827-1_3

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