COMMUNITIES OF PRACTICE AS A METHOD FOR KNOWLEDGE-ORIENTED COOPERATION1 (original) (raw)
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COMMUNITIES OF PRACTICE AS A METHOD FOR KNOWLEDGE-ORIENTED COOPERATION
After a short historical review of the development of the concept of "Communities of Practice" (CoP) we present examples of organisational Knowledge Management (KM) in which Etienne Wenger's CoP model has been applied. In the main part we focus on the business orientated CoP framework that Wenger, Snyder and McDermott proposed in 2002 for KM by extending the original approach of 1998. Finally we conclude with a critical reflection over the necessity -within KM frameworks -to explicitly emphasize participation in stewarding knowledge as a condition for bridging the gap between knowledge and its management. 1 Contribution to TACONET Conference on Self-regulated Learning in Technology Enhanced Learning Environments, introductory talk of 23 September 2005, Lisbon, Portugal.
A note on organizational learning and knowledge sharing in the context of communities of practice
2006
The knowledge management (KM) literature emphasizes the impact of human factors for successful implementation of KM within the organization. Isolated initiatives for promoting learning organization and team collaboration, without taking consideration of the knowledge sharing limitations and constraints can defeat further development of KM culture. As an effective instrument for knowledge sharing, communities of practice (CoP) are appearing to overcome these constraints and to foster human collaboration.
Using communities of practice towards the next level of knowledge-management maturity
SA Journal of Information Management, 2012
Background: Effective communities of practice undoubtedly impact organisations’ knowledge management and contribute towards building a learning-organisation culture. Communities of practice represent an environment conducive to learning and for exchanging ideas, and they are a formal learning forum. However, the level of organisational learning to which communities of practice contribute is difficult to measure.Objectives: The research was conducted to analyse the impact of communities of practice on building a learning organisation. The organisational system, culture and people offer the key towards leveraging knowledge as a strategic resource in a learning organisation. The awareness of the organisation concerning knowledge management was measured on a replicated knowledge management maturity model.Method: The organisational knowledge base was analysed prior to the implementation of the communities of practice and was compared to the situation three years later. The research was b...
Knowledge Sharing Within and Between Communities of Practice in a Knowledge Intensive Organization
IGI Global eBooks, 2011
The aim of this chapter is to link communities of practice to the knowledge creation and dissemination in the specific context of knowledge intensive organization. This is done by pointing out the role that CoPs may have in relation to knowledge sharing and innovativeness in the knowledge intensive context. CoPs can fulfill numerous functions in respect to the creation, accumulation, and diffusion of knowledge. Thus, Wenger's (1998) clarifying categorization of those knowledge-related functions has served as a foundation and inspiration in this context-specific description: exchange and interpretation of information; retaining knowledge; steward competencies and provide homes for identities. However, it is worth noting that while communities of practice are traditionally seen as the creators of knowledge and innovations, it is also important to acknowledge the challenges and even obstacles of these tightly-coupled groups may bring to the organizational knowledge sharing and learning processes. These issues are mainly defined through our empirical case examples we have linked to the theoretical review.
COMMUNITIES OF PRACTICE AS KNOWLEDGE MANAGEMENT TOOL
Knowledge sharing have become essential requirements for every organization. Knowledge management has emerged as an overarching strategy to enhance knowledge creation, information transfer, utilization, and reticulation in order to generate innovation and improve organizational performance. Part of this strategy involves the creation of Communities of Practice. These are networks of individuals with a common, shared purpose grouped together to facilitate knowledge building, idea creation and information exchange.
The Learning Organization, 2007
Purpose -The purpose of this article is to explore strategies used by communities of practice (CoPs) managers when managing intentionally created CoPs. Design/methodology/approach -Four intentionally created CoPs in Ireland are explored, using a qualitative research design with data from observation, interviews and analysis of documents. Findings -The study identified a number of specific strategies CoP managers use to develop trust, facilitate collaboration, facilitate the negotiation of shared meaning and manage power issues within the CoP. These strategies were shared by the four managers who participated in the study.
Impact of Communities of Practice on Organisational Knowledge Transfer and Creation
Knowledge management specifically aims at converting tacit knowledge into explicit knowledge and thereafter again into tacit knowledge in an ever growing cycle of expansion and regeneration. Called knowledge spirals by Nonaka and Takeuchi, such processes used to traditionally occur through informal and totally voluntary work groups who had particular knowledge, and are now being attempted in progressive organisations through the use of knowledge creating processes like Communities of Practice.