Leading Issues in Social Knowledge Management nology. But one final twist. The term Social Business has an alternative meaning that has been around a little longer than in the Enterprise 2.0 sense. A Social Business is a non‐loss, non‐dividend company designed to address a social objective. This use of the term has grown from the work of people: Muhammad Yunus and the Grameen Bank that he founded to provide mi‐ cro‐credit to the poor, would be a prime example of a Social Business. The measure of success of a social business is not profit but the impact that it has on society, on people and on the environment. We need more social businesses to create a sustainable world. In order to survive, we need to collaborate more, to make better decisions and to be more innovative. This to me is what KM is about and is its future. We need Social Business in both senses of the term.
The papers selected for this book In selecting the papers for this book I have chosen ones that in some way research the use of Web 2.0 tools or technologies for knowledge sharing or informal learning within business organizations though one or two are more relevant to educational settings. I must confess that quite naturally these papers tend to reflect my focus and personal views on Social KM but I hope this helps give some sense of coherence to the subject matter and to the book. In my brief editorial commentaries I have tried to quite concisely describe the purpose of each paper and to extract one or two key insights that I see as important and to add some personal commentary of my own. I have enjoyed reading the papers and contributing to the book and would like to congratulate the authors, many of whom I know personally, on some fine work.
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