Cocreating Corporate Knowledge with a Wiki

Cocreating Corporate Knowledge with a Wiki

Joseph A. Meloche (University of Wollongong, Australia), Helen Hasan (University of Wollongong, Australia), David Willis (BlueScope Steel Research, Australia), Charmaine C. Pfaff (University of Wollongong, Australia) and Yan Qi (University of Wollongong, Australia)
Copyright: © 2009 |Pages: 18
DOI: 10.4018/jkm.2009040103
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Wikis have a growing reputation on the open Internet for producing evolving stores of shared knowledge. However, such democratic systems are often treated with suspicion within corporations for management, legal, social, and other reasons. This article describes a field study of a corporate Wiki that has been developed to capture, and make available, organisational knowledge in a large manufacturing company as an initiative of their Knowledge Management (KM) program. As this approach to KM is a controversial and rapidly changing phenomenon, a Q Methodology research approach was selected to uncover employees’ subjective attitudes to the Wiki. Activity Theory was used to provide a deeper interpretation of the findings of the Q-study. The results are enabling the firm to more fully exploit the potential of the Wiki as a ubiquitous tool for successful tacit and explicit knowledge management as more employees are encouraged to participate in a process of cocreating the store of corporate knowledge. The article also demonstrates how meaningful and rigorous research on this new democratic direction of corporate KM should continue.

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