Genom fallet QlikTech ger denna uppsats en aktuell inblick i hur kunskapshantering kan hanteras i en kunskapsintensiv kontext. Medarbetare har i dag möjligheter att samarbeta inom olika interaktiva digitala miljöer för att hitta och dela med sig av kunskap och erfarenheter. Denna uppsats fokuserar på att undersöka hur digitala Communitys uppkommer, växer fram och integreras för att uppnå global kunskapsdelning inom organisationer. Detta ses som en framgångsfaktor för att ta vara på kunskapsintensiva utvecklingsföretags kretivitet och innovationskraft.Genom ett tolkande tillvägagångssätt, analyseras åtta semistrukturerade kvalitativa intervjuer med medarbetare på QlikTech för att undersöka hur olika informationssystem används för att stödja olika kunskaps- och kollaborationsprocesser. Intervjuerna kompletteras med observationer and dokumentanalyser för att nå djupare insikter.Resultaten tyder på att användare använder system med fördefinierade strukturer för att dokumentera officiell kunskap, och system med framväxande strukturer för informell dialog och samarbete. Olika system kompletterar varandra, då kunskap förs över mellan system. Gräsrotsinitierande informationssystem kompenserar för glappet mellan officiella IT-implementationer och sociala kommunikationsbehov.Teknologi och praktik utvecklas hand-i-hand. Då diskussioner, idéer, perspektiv och kontext kan upprätthålls i emergent social software platforms, t.ex. Salesforce.com, kan komplext problemlösande underlättas i datorstött samarbete. Dessa plattformar minimerar glappet mellan den formella och sociala kommunikationen inom communities of practice, vilket ger förutsättningar för organisatorisk lärande.På QlikTech växer digitala communitys fram organiskt över tid. Organisationer använder data- och text mining och relaterade teknologier för att brygga fragmenterade communitys för att uppnå kapacitet att nå isolerade kunskapskällor genom sökning. Organisationer kan lägga till sociala lager över dessa fragmenterade back-end-system, designade för att bilda övergripande gränssnitt mot användare som underlättar samarbete och driver på innovation inom arbetsplatsen. / This thesis provides contemporary insights how knowledge management can be approached by a knowledge-intensive organisation. Knowledge workers today have unprecedented means to collaborate in different spaces of knowledge sharing. By analysing the case of QlikTech, results indicate that knowledge management is an integral part of knowledge-intensive organisations.By adapting an interpretive approach, eight semi-structured qualitative interviews with employees at QlikTech are analysed to find out how different information systems support different knowledge and collaboration processes. The interviews are complemented by on-the-job observations and analysis of documents to reach deeper understanding.Results indicate that users use systems with predefined structures to document official knowledge, and systems with emergent structures for informal dialogue and collaboration. Different systems complement each other, as knowledge is transferred between systems. Grass root initiated information systems compensate for the gap between official technology implementations and the social communication needs.Technology and practice co-evolve. As discussions, ideas, perspectives and context can be sustained in emergent social software platforms, such as Salesforce.com, complex problem-solving can be enabled in computer-supported cooperative work. These platforms minimise the gap between the formal and social communication within communities of practice, which facilitates organisational learning.At QlikTech, digital communities emerge organically over time. Organisations can use data and text mining, natural language processing and information extraction technologies to bridge fragmented communities to gain the capabilities to access dispersed knowledge sources through search. Organisations can add a social layer of these fragmented back-end systems, designed for building cross-functional employee-facing communities that drive collaboration and accelerate innovation in the workplace.

Intellectual capital is the single most important asset owned by any organization. Business continuity and the long term sustainability of every business organization depends partly on how well accumulated organizational knowledge is passed on from generation to generation. Knowledge is hard to capture due to its implicit nature and even harder to manage, thus the deployment of numerous knowledge management systems by organizations in recent times. Knowledge sharing among employees within organizations can sometimes be very problem-atic. These problems stem from issues pertaining to power, secrecy, individualism, time, ignorance and technological issues among others. This paper seeks to investigate how web 2.0 technologies are being used to overcome these problems and facilitate knowledge sharing as well as collaboration. Web 2.0 has been described as the new web which focuses on the use of platforms. Platforms are digital environments in which contributions and interactions are globally visible. The new web technologies which are based on platforms are referred to as emergent social software platforms (ESSP‘s). The use of these web 2.0 technologies (ESSP‘s) within a business enterprise for the achievement of business goals is known as enterprise 2.0 (E2.0). Central to this research is the knowledge sharing cycle model, which has three main stages; internalization, externalization, and objectification. Internalization occurs when individuals acquire or learn from the organization. Externalization is achieved when individual implicit knowledge is made explicit. Objectification is making new knowledge globally accepted. This cycle has been adapted to illustrate the role played by ESSP‘s in facilitating knowledge sharing. A case study of IBM Corporation is used to arrive at the findings which are used to adapt the model. IBM Corporations extensively deploys E2.0. The company uses one central Social networking platform called IBM connections, which incorporates several ESSP‘s. There are seven services on IBM connections which include profiles, Activities, wikis, blogs, bookmarks, Files, and communities. Employing the interview technique, observations and the use of secondary data, the research questions are answered. The findings indicate that ESSP‘s can be used to support knowledge sharing practices and also helps to convert knowledge into its different forms (explicit and implicit). Blogs, wikis, and communities support internaliza-tion and externalization. The process of objectification is supported by wikis. Findings also indicate that the services within IBM connections platform support mass collaboration and foster strong ties among employees. In an objective manner, the paper points out some of the negative consequences of E2.0. Major issues uncovered through the case study include, sensi-tive data, undefined way of working with ESSP‘s, privacy, abuse of use, and lack of interest.