Applying Enterprise Social Software for Knowledge Management

Applying Enterprise Social Software for Knowledge Management

Nicky Antonius, Xiangzhu Gao, Jun Xu
Copyright: © 2016 |Pages: 21
DOI: 10.4018/IJKSS.2016100102
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Abstract

This paper investigates the application of Enterprise Social Software for knowledge management in Australia. The Enterprise Social Software researched here assisted in collaborative knowledge sharing to support data-driven decision making. Enterprise Social Software was beneficial for complex tasks, especially those that involved a wide range of collaborators such as multi-disciplinary teams or geographically distant users. Australian knowledge workers found Enterprise Social Software to be extremely helpful in enhancing their externalisation and combination, but less proficient in socialisation and internalisation. In overall, there was agreement among respondents that Enterprise Social Software was facilitating them to meet work requirements which would be very hard or impossible to deliver without. The findings highlight Enterprise Social Software as a technological platform that diffuses the task complexity facing knowledge workers in Australia as a representation of the next generation Knowledge Management Systems.
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2. Background

In today’s knowledge economy, knowledge is a foundational cornerstone to achieving sustainable competitive advantage (Paroutis & Al Saleh, 2009; Davenport & Prusak, 1998; Drucker, 1999; Ipe, 2003; Xu & Quaddus, 2005a). Knowledge is deemed as an organisation’s most important asset and its foundation of success (Xu & Quaddus, 2005b, p.291). KM has become an emerging discipline (Jashapara, 2011) involving knowledge assets and knowledge-related processes (Dalkir, 2011). In this section KM is defined as a general concept, and the spiral model is described for knowledge creation. ESS is also discussed for its application in KM.

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