This paper is a systematic review of scholarly studies that examines how organizations enhance their ability to generate value through social media. It explores why some organizations are able to adopt and benefit from social media while others cannot. Specifically, it examines: (i) how "people" and social networks are essential to create value at the organizational level, (ii) how "leadership" sets the vision and convinces others on the need for change, and (iii) what types of "strategy" can be implemented to enable knowledge creation through social networks. Argument is made on the vital importance of two variables in particular--leadership and strategy--and their role in moderating how the organization accepts and incorporates change to enhance overall effectiveness and efficiency. Evidence-based research is used to describe relevant theory and practice through qualitative and quantitative sources. It examines how organizations overcome the hurdles associated with change, and how individuals learn to accept new methods to connect, share knowledge, and create value through Web 2.0 technology. Social media challenges an organization's ability to manage individuals and information. It requires a shift in the way people work and think; it requires a culture adjustment in how people collaborate in new, more inclusive ways other than relying on the same imbedded methods and inner core of co-workers for answers. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]