Harnessing the Power of the Crowds with Corporate Social Networking Tools: How IBM Does It

Despite the plethora of tools, the value of corporate social networking is determined not by the tools but by how tools are harnessed for value creation. For example, one company could implement virtual worlds for the purpose of connecting people, while another company may implement virtual worlds not for social networking but for training and new hire orientation. A company might use tagging tools to identify who is interested in what, while another company uses tagging tools not for social networking but for making document search in repositories more efficient.