| Links: Communities of practice and organizational performance
As organizations grow in size, geographical scope and complexity, it is increasingly apparent that sponsorship and support of communities of practice can improve organizational performance. Lesser and Storck argue that the social capital in communities, which may be virtual or co-located, lead to changes that positively influence business performance. [IBM Systems Journal 02/04/2001]
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The focus is on Communities of Practice in commercial organisations. We explore knowledge sharing using Lave and Wenger's (1991) theory of Communities of Practice and investigate how they might translate to a distributed international environment. [Paul Hildreth, Chris Kimble, Journal of Knowledge Management, 2000] PDF-file
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This paper presents a critical review of some of the claims made for CoPs. It will address questions such as "Are CoPs really suitable for use in a business setting?" and "Can a CoP ever be truly virtual?"
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With the current trends towards downsizing, outsourcing and globalisation, modern organisations are reducing the numbers of people they employ. When people leave organisational knowledge is also lost. Organisations now have to cope with the
increasing internationalisation of business forcing collaboration and knowledge sharing across time and distance simultaneously. In this paper we explore how knowledge is created shared and sustained using Lave and Wenger’s (1991) theory of Communities of Practice (CoPs). We investigate how CoPs might translate to a
geographically distributed international environment through a case study that explores the functioning of a CoP across national boundaries. [Kimble C, Hildreth P. and Wright P. 2000]
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This paper presents a
detailed account of a knowledge-
sharing system in practice. The system
leverages the practical know-how and
inventions of frontline employees. This
system and its enabling technology
was developed through several
iterations using a distinctive socio-
technical methodology, and is now
deployed worldwide in a large
corporation’s service organization.
We provide a precis of the
methodology, summarize the challenges that were faced in bringing such a change into the corporation. [Daniel G. Bobrow, Robert Cheslow Xerox Palo Alto Research Center] PDF-file
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In 1995, IBM Global Services began implementing a business model that included support for the growth and development of communities of practice focused on the competencies of the organization. This paper describes our experience working with these communities over a five-year period, concentrating specifically on how the communities evolved. We present an evolution model based on observing over 60 communities, and we discuss the evolution in terms of people and organization behavior, supporting processes, and enabling technology factors. Also described are specific scenarios of communities within IBM Global Services at various stages of evolution. [IBM systems journal 2001]
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We have identified 10 actions items to create a successful Community of Practice. There are 10 fundamental questions you need to ask before starting a CoP. [Knowledge board 06/12/2002]
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Although communities of practice develop organically, a carefully crafted design can drive their evolution. In this excerpt from a new book, the authors detail seven design principles. The payoff? Knowledge management that works. [HBS Working Knowledge 25/03/2002]
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This paper argues that Knowledge Management is essentially about people and that earlier technology driven approaches, which failed to consider this, were bound to fail. It suggests that communities of practice are one way to redress the balance. [Information Research, Volume 8, No 1, October 2002]
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We are in the formative stages of this revolution of community. But this much we know: success in the Knowledge Era is as much about the spirit of the enterprise as the economics of the business; as much about the positive energy it unleashes as the positive cash flow it creates. We also know that the most valuable knowledge often resides where we are least able to see or control it: on the front lines, at the periphery, with the renegades. Companies that embrace the emergent can tap the logic of knowledge work and the spirit of community. Those that don't will be left behind. [Fastcompany 1995]
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Communities of Practice have become increasingly popular as ways of sharing of knowledge effectively. This paper argues that the transfer of a concept that is deeply rooted in the lived-in world to the virtual involves significant conceptual problems. PDF-file
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