The aim of the paper is to discuss the rising potential of social software to increase the knowledge management capabilities of virtual teams. It presents six fundamental transitions, elaborated from the empirical findings, which justify the rise of a more , of engineering knowledge in the . The study suggests that traditional approaches alone are not sufficient to support development activities in the , and that such teams display an increasing demand for social, comparatively lightweight and remixable platforms for , social creation and sharing of knowledge.
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