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This study aims at examining the factors governing business benefits of moving to Enterprise 2.0. Web 2.0 has been around for more than a decade, and has been exploited by a lot of business organizations for improving their operations and profitability. However, the success rate has not been uniform.

Is there a pattern behind this successful adoption has been a matter of curiosity for most top management personnel. This paper goes into analyzing what factors govern this movement from Enterprise 1.0 to Enterprise 2.0 and uses structured equation modeling to predict the possibilities.

It concludes by demonstrating that business benefits to the organization are significantly linked to the usage of Web 2.0 tools.

The paper has been done in India, and the authors expect that similar studies around the world will result in similar results.

Results of this paper emphasize the strong correlation between the use of Web 1.0 and Web 2.0 tools with business benefits obtained in terms of improved productivity of resources used and a higher level of information quality leading to better decision-making. Thus, transition to the Enterprise 2.0 state should be strived by all business organizations.

This is an original work of the authors.

An enterprise social network (ESN) is part of the landscape of information reform by enterprises, using Web 2.0. In terms of the marketing targets of typical Web 2.0 techniques, enterprise knowledge sharing in Web 2.0 can be classified into different types (individual interaction type, group interaction type, social interaction type, real‐time interaction type and delay interaction type). The purpose of this paper is to summarize the features and modes of different enterprises' knowledge sharing and study enterprise knowledge sharing quantitatively from an ESN perspective by selecting real‐time interaction type as the case.

Because of the area of research, the authors supplemented social network analysis (SNA) with a mathematical modeling method and additional in‐depth interviews.

The Web 2.0 era provides the opportunity to quantify knowledge sharing. Also, SNA can quantitatively and visually diagnose the knowledge sharing status of the enterprise and guide the enterprise's knowledge‐sharing process.

Only a case study regarding real‐time interaction type is presented; other types of interaction are not studied empirically.

SNA, combined with a mathematical modeling method and additional in‐depth interviews with team leaders or key managers in organizations, can diagnose quantitatively, visually and comprehensively the knowledge‐sharing status of the enterprise.

This paper systematically summarizes the features and modes of Web 2.0 enterprise knowledge sharing, and the multiple‐method research design represents a sound approach to targeting enterprise knowledge sharing.

This special issue aims to increase the awareness of the organisational factors that enterprises must reflect on and address when introducing Web 2.0 technologies into their organisations. In contrast to empirical studies that review the impact of Web 2.0 technologies in organisations in terms of how they might support knowledge sharing or communities of practice, this special issue intends to identify the salient criteria that management practitioners must address to assist in the implementation of Web 2.0 technologies in the work place.

This special issue aims to increase the awareness of the organisational factors that enterprises must reflect on and address when introducing Web 2.0 technologies into their organisations. In contrast to empirical studies that review the impact of Web 2.0 technologies in organisations in terms of how they might support knowledge sharing or communities of practice, this special issue intends to identify the salient criteria that management practitioners must address to assist in the implementation of Web 2.0 technologies in the work place.

One of the principal findings that have emerged from this special issue is that it indicates the importance of reviewing social and cultural factors in organisations when introducing Web 2.0 technologies in the work place. In addition to assessing technical issues that might impact on the implementation of Web 2.0 technologies in organisations this special issue also explores subject matters such as the dilemma of whether a top-down or a bottom-up approach is more effective towards engaging staff in the adoption of Web 2.0 tools at work.

The research presented in this special issue provides an important academic contribution towards an area that is, at present, under researched namely, whether there is a structured approach that can be universally applied by organisations when internally implementing Web 2.0 technologies into their work place.

The purpose of this paper is to demonstrate how the capabilities of Enterprise 2.0 tools align to the tasks knowledge workers perform. The objective is to provide knowledge workers and information architects with a framework that enables the development of a suite of Enterprise 2.0 tools in support of knowledge management across the full knowledge lifecycle.

The capabilities of Enterprise 2.0 tools were mapped against the requirements associated with each of the four main domains (chaotic, complex, knowable and known) of the Cynefin framework.

The Cynefin model provides a useful framework for illustrating how the various tools within an Enterprise 2.0 suite support the different activities/tasks knowledge workers perform. Aligning Enterprise 2.0 tools based on the domain requirements of the Cynefin model allows the classification of these capabilities based on a task‐based framework rather than the traditional feature/function‐based ones.

Application of this framework will help knowledge workers and information architects understand the relationship between technical capabilities and business tasks. This understanding will help both in tool selection with respect to business problem (architects) and also provide clarity of purpose in support of change management/adoption (knowledge workers).

Much of the literature around understanding Enterprise 2.0 tools has focused on a classical feature/function classification. The analysis presented here provides a classification based on the Cynefin model of knowledge creation. This classification model provides a valuable tool to those interested in developing environments that enable collaboration and knowledge generation/capture using these capabilities.

The social nature of the Web 2.0 environment creates marketing opportunities via shared learning through online exchange of views. Web 2.0 creates opportunities and poses challenges for, amongst other things, the management of education and business reputation. This paper aims to look at Web 2.0 and explore the uses to which it might be put in furthering entrepreneurship education in general and education business links in particular. It seeks to describe, explain and analyse the use of Web 2.0 as a marketing communication and educational tool that can add value to existing links between education and business in the UK education system.

Issues around entrepreneurship education and education business links are explored in relation to the social web (Web 2.0) online marketing environment. The paper offers an indication of the uses to which schools, colleges and universities put the social web. It looks at how businesses use Web 2.0 to market and communicate with their education stakeholders about a range of issues. In the social web the rights, duties, obligations, needs and expectations of different stakeholders compete, conflict with and complement one another. Web 2.0 offers scope and space to enhance entrepreneurship education, teaching, learning and assessment. It is a tool that can add value to entrepreneurship education provision and delivery.

The paper explores how businesses and education providers (schools, colleges and universities) position themselves to build effective, efficient and productive relationships in the era of Web 2.0. It looks at how businesses, especially small businesses, might communicate and position their offering through this medium with schools, colleges and universities as well as with their own customers, consumers and other stakeholders to add value, build brand and enhance reputation. Information and misinformation in the Web 2.0 environment are an issue that needs to be addressed in order to engage with and limit potential reputational damage. Used appropriately, Web 2.0 provides opportunities for new forms of stakeholder engagement and can be an efficient and effective tool for communication in as well as across the business and education sectors. In helping develop education business links Web 2.0 is a tool that can further entrepreneurship education through use in action learning environments. It serves as a distribution vehicle for sourcing and accessing information.

The paper develops knowledge, grows understanding and offers new insights into online education business communication practices and web brand management. It adds to and brings together academic debates in the areas of entrepreneurship education and social media. Online communities of interest use Web 2.0 to discuss, debate, network, and influence. They seek to lobby as well as shape and form opinion across the political and business spectrum. A model is developed to explain and account for the growth of knowledge through education and business in the Web 2.0 arena. As a communication platform Web 2.0 services the free flow, exchange and distribution of information. It can help build brand value and is an important innovative marketing tool for both education and business.

The aim of this article is to bring together ideas from the authors' review of the Web 2.0 literature, the data and their insights from this and other technology‐related projects to produce a framework for strategies on Web 2.0 focusing on the implications for human resource professionals.

The authors discuss organisational design as a socio‐technical system, which depends on the interaction between people, work organisation and technical systems for its effectiveness.

The article sets out four scenarios on the use of traditional and new social technologies intended to enhance collaboration and give employees voice in matters that affect them at work. In doing so, it shows how Web 2.0 can alter the choices available to employees and organisations to collaborate and exercise their respective voices. It is in this sense the authors argue that these technologies have the potential to transform the business model.

There is a potential trend away from Web 2.0, which is potentially difficult for organisations to cope with towards Enterprise 2.0, which offers a social platform within companies. There is also a trend away from traditional media used to give employees a say in decisions, such as face‐to‐face representation in consultative committees, focus groups and online surveys towards Enterprise 2.0 read‐write media.

This article examines potential scenarios for the adoption of Web 2.0 and Enterprise 2.0 platforms in real business settings.

The purpose of this paper is to provide an understanding of the WEB 2.0 phenomenon and its implications on knowledge management; thus, in order to learn whether using WEB 2.0 concepts and tools can yield better assimilation of knowledge management in organizations.

A range of recently published articles regarding WEB 2.0, Enterprise 2.0 and KM 2.0 are examined and critiqued (2005‐2007). These are analyzed and compared to knowledge management principles and attributes as known and learned from works defining the sharing of knowledge in organizations (1995‐2005). The sources are divided into three basic elements: The Internet (WEB 2.0), the organizational implementation (Enterprise 2.0) and the organizational implementation of knowledge sharing (KM2.0).

WEB 2.0 is very close in its principles and attributes to knowledge management. WEB 2.0 should affect knowledge management in organizations; yet, it cannot be copied, as differences between the two will not enable organizations to benefit from such. In the first stage, tools can be adopted, and in further stages, deeper aspects such as active users' participation will be followed.

Organizations are encouraged to start using WIKI's and in some cases also blogs. Knowledge Managers should examine if younger employees can serve as knowledge catalysts. WEB 2.0 concepts should be tested as to organization's maturity, to decide if they can be adopted as part of the organizational knowledge sharing.

This paper analyzes an important issue whether better assimilation of knowledge management can exist triggered by the WEB 2.0 phenomenon. It is unique in its broad analysis of the three related terms – WEB 2.0, Enterprise 2.0 and KM2.0.

Research into professional services firms that have successfully implemented and adopted Web 2.0 tools are still rare, with no widely known accepted methodologies or frameworks. The purpose of this case study is to investigate a medium-sized law firm that embarked on a KM programme that makes explicit use of emergent enterprise-based Web 2.0 tools.

The overlying research methodology applied is action research, in particular participatory action research (PAR). The study draws on interviews with practitioners, consultants and knowledge workers and takes into consideration multiple stakeholder views and value conflicts. The project is part of a Knowledge Transfer Partnership between RPC LLP and Westminster Business School.

Implementation of Web 2.0 tools in professional services requires the blending of a number of approaches to address the intrinsic tension between the open, participative behaviour and iterative development methodologies encouraged by social tools, and more traditional management styles and methods of developing IT solutions.

This article presents a single case study based on a law firm that, at the start of the research, was operating from a single location in London and at the time of writing has expanded to multiple locations, including overseas. There may be a limitation to implementing lessons learned and methodologies to larger organisations and organisations outside the legal sector.

While many organisations are still attempting to understand how they can practically implement Web 2.0 tools, this case study presents findings from a law firm that has had an internal Web 2.0-based knowledge solution in place for over two years. The research also makes use of a KM maturity model in order to assess the impact of the Web 2.0 implementation.

In the digital economy, digital capability has become an important dynamic capability of enterprises and plays an essential role in enhancing firm resilience. This study aims to investigate the relationships among digital capability, knowledge search, coopetition behavior and firm resilience based on knowledge-based view and resource-based view.

This study uses the hierarchical regression and bootstrapping methods to test the theoretical framework and research hypotheses. The survey data were collected from 241 Chinese enterprises.

Digital capability has significantly positive effects on knowledge search and firm resilience. Knowledge search positively affects firm resilience and partially mediates the relationship between digital capability and firm resilience. Coopetition behavior weakens the relationship between digital capability and knowledge search, and the mediating effect of knowledge search in the relationship between digital capability and firm resilience. The moderating effect of coopetition behavior on the relationship between digital capability and firm resilience is insignificant.

This study clarifies the effect of digital capability on firm resilience and uncovers the “black box” from digital capability to firm resilience. In addition, this research enriches the literature on digital capability and firm resilience and expands the application of knowledge-based view and resource-based view in the digital context.

The purpose of this paper is to investigate enterprise social media systems and quantified gender and status influences on emotional content presented in these systems.

Internal social media messages were collected from a global software company running an enterprise social media system. An indirect observatory test using Berlo’s “source–message–channel–receiver” model served as a framework to evaluate sender, message, channel and receiver for each text. These texts were categorized by gender and status using text analytics with SAP SA to produce sentiment indications.

Results reveal women use positive language 2.1 times more than men. Senior managers express positive language 1.7 times more than non-managers, and feeling rules affect all genders and statuses, but not necessarily as predicted by theory. Other findings show that public messages contained less emotional content, and women expressed more positivity to lower status colleagues. Men expressed more positivity to those in higher positions. Many gender and status stereotypes found in face-to-face studies are also present in digital enterprise social networks.

Limitations include generalizability: all data were collected from a single enterprise social media system.

Managers establishing codes of conduct for social media use will find this research useful, particularly when promoting awareness of emotional expressiveness in online venues with subordinate colleagues.

This study offers a behavioral measurement approach free from validity issues found in self-reported surveys, direct observations and interviews. The collected data offered new perspectives on existing social theories within a new environment of computerized, enterprise social media.