5. Conclusion
Knowledge management is theorized to provide information benefits, as it builds on the informational nature of the knowledge economy (Bell, 1973). Many large companies must maintain the effective transfer of knowledge across divisions and regions in order to remain competitive in their markets that increasingly rely on the rapid dissemination of intangible assets. Naturally, knowledge is dispersed throughout an organization, leading to knowledge asymmetries between people (Becker, 2002). The coordination of knowledge is therefore important; this enables appropriate knowledge to be sourced, supporting the execution of organizational tasks. However, this process requires the design of appropriate communication structures (Becker, 2002). This study examines the factors that affect and contribute toward an effective strategy for generating tangible KM-based employee engagement through social media. Corporate social media can provide information and knowledge benefits by enhancing the capacity of individuals to share and communicate critical personal and business information on their desktop and remotely (Chow & Chan, 2008). Our study is significant because it reassesses the role of KM as a social media-based information-sharing system and sheds light on how organizations can use social media system tools such as KMDGs as mechanisms for creating a long-term competitive advantage.
