By Jessica Keyes
Enterprise 2.0 (E 2.0) has stuck the collective mind's eye of executives who're innovating to significantly change the face of commercial. E 2.0 takes complete advantage of social networking, together with blogs, dialogue forums, mashups, and all that's sharable and combinable.
Examining firms and their social activities, Enterprise 2.0: Social Networking instruments to rework Your Organization considers the entire spectrum of social media and social actions on hand in your enterprise. It not just bargains a hands-on, functional evaluation of "what to do," but additionally "how to do it." Demonstrating the way to make the most of social networking inside various practical components, the book:
- Describes the services of social networking within the context of modern enterprise
- Details find out how to make the easiest use of blogs, dialogue forums, and workspaces in an organizational setting
- Supplies a whole dialogue on the way to organize employees for social enterprising
- Explains the right way to degree and deal with social networking
This booklet comprises discussions of social networking in firm actions resembling human assets, danger administration, operations, and venture administration. It describes the application and position of social networking on a division via division foundation, explains find out how to combine social enterprising with wisdom administration, and provides beneficial insights into felony, functionality, and dimension concerns. pertaining to key defense and privateness concerns, the publication essentially illustrates how social networking and E 2.0 will help increase chance administration on your organization.
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Additional info for Enterprise 2.0: Social Networking Tools to Transform Your Organization
2006). The long tail. New York: Hyperion. Cayzer, S. (2004, December). Semantic blogging and decentralized knowledge management. Communications of the ACM, 47(12): 47–52. Elgan, M. (2010, December 4). How Google plans to clone you. Computerworld. com/s/article/9199638. A. (2008). Work-based learning: Bridging knowledge and action in the workplace. San Francisco: Jossey-Bass. Chapter 4 Managing Knowledge through Social Enterprising Social enterprising is based on effective knowledge management.
Collaboration in most organizations usually takes the form of teaming. Team performance increases with the amount of knowledge that employees share. , competition, job security) and reduction in knowledgesharing intentions. There is a relationship between apprehension or fear that sharing might compromise or jeopardize job security and a reluctance to share knowledge. Knowledge sharing does impose costs on knowledge contributors. Under intensive competition for rewards, status, and promotions, employees often regard their unique knowledge as power in the organization.
It takes a great deal of trust to make an employee share this level of power. Ultimately, successful teams do overcome these fears. This might be attributed to the concept of workplace ethics, where knowledge sharing is considered the right thing to do. Some companies might be tempted to reward knowledge-sharing behavior as a spur to successful collaboration and teaming. However, most companies do not provide individual rewards based solely on the ability to learn or to share knowledge. Interestingly, researchers find no relationship between the use of rewards and knowledge sharing.