ing promises to take on new forms
through Web 2.0 channels.
As more Web 2.0 technologies are
deployed, and as early impact is positively assessed, additional deployment and additional productivity can
be expected. Momentum breeds momentum, and the second-order impact of the technologies will be felt as
momentum grows. While “simple is
good” today, “complex and powerful”
will define tomorrow’s deployment of
Web 2.0 and 3.0 technologies.
Web 3.0 technologies should be
anticipated. According to Wikipedia.
org, Web 3.0 technologies include:
“The emergence of ‘The Data Web’ as
structured data records are published
to the Web in reusable and remotely
queryable formats. The Data Web
enables a new level of data integra-
tion and application interoperabil-
ity, making data as openly accessible
and linkable as Web pages. The Data
Web is the first step on the path to-
ward the full Semantic Web. The full
Semantic Web will widen the scope
such that both structured data and
even what is traditionally thought of
as unstructured or semi-structured
content (such as Web pages and docu-
ments) will be widely available in RDF
and OWL semantic formats. Web site
parse templates will be used by Web
3.0 crawlers to get more precise infor-
mation about Web sites’ structured
content. Web 3.0 has also been used
to describe an evolutionary path for
the Web that leads to artificial intelli-
gence that can reason about the Web
in a quasi-human fashion.”
Next-generation Web technology
will be proactive, intelligent, contex-
tual, automated, and adaptive. While
we examined adoption of Web 2.0
technologies, imagine the analyses
of Web 3.0 technology adoption we’ll
eventually conduct. When technology
integrates seamlessly into business
processes at all levels we can expect
impact to be immediate and dra-
matic. The full potential of Web 3.0 is
years away, but the drivers of Web 2.0
technology adoption already provide
clues to how ubiquitous Web 3.0 is
likely to be.
I would like to thank the Alfred P.
Sloan Foundation for supporting
Regardless of the
reason, we found
a gap between
what was expected
and what actually
the interview and direct observation
processes; Villanova University and
the Cutter Consortium for supporting the collection of the survey data;
and A. Frank Mayadas of the Alfred P.
Sloan Foundation for his always excellent comments and insights along
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Stephen J. Andriole ( email@example.com)
is the thomas g. labrecque professor of business in the
department of management & operations in the Villanova
School of business at Villanova University, Villanova, pa.