TY - JOUR TI - Editorial: Communities and champions of practice: catalysts for learning and knowing AU - Love, Peter E.D. T2 - Construction Innovation AB - Purpose – The concept of community of practice is a common parlance in many organisations, but has yet to be utilised as strategic tool by construction organisations to improve the performance of their operations. The purpose of this paper is to how they can be used to improve the performance of projects made. Design/methodology/approach – This paper uses the normative literature to develop a proposal for using communities of practice in construction projects. Findings – An inter‐organisational form of community of practice, known as “champions of practice,” is propagated for use in the construction industry. The “champions of practice” is independent from the project team and comprised of individuals from a learning alliances that have been established. The “champions of practice” is developed as an active know‐how platform to provide advice pertaining to issues of “best practice” that have been accumulated from projects. Originality/value – The “champions of practice” provides a continuous source of learning and knowledge for all those organisations that have formed a learning alliance. The creation of such a form of community of practice can provide invaluable insights about best practice, which can be formalised and shared in a meaningful and reflective way. It is through proactively sharing knowledge and learning together that the industry can change and obtain the significant improvements that have been asked for by various governments worldwide. DA - 2009/01/01/ PY - 2009 DO - 10.1108/14714170910995912 DP - Emerald Insight VL - 9 IS - 4 SP - 365 EP - 371 SN - 1471-4175 ST - Editorial UR - https://doi.org/10.1108/14714170910995912 Y2 - 2021/08/13/18:37:19 L1 - http://www.emerald.com/insight/content/doi/10.1108/14714170910995912/full/pdf?title=editorial-communities-and-champions-of-practice-catalysts-for-learning-and-knowing ER - TY - JOUR TI - Emergent communities of practice in temporary inter‐organisational partnerships AU - Juriado, Rein AU - Gustafsson, Niklas T2 - The Learning Organization A2 - Pemberton, Jon A2 - Mavin, Sharon AB - Purpose – The paper aims to discuss the emergence of communities of practice in a temporary event organisation involving public and private partners. Design/methodology/approach – The study employs qualitative methods in the form of 31 semi‐structured interviews, a five‐week period of participant observations and archive research in a Swedish public‐private partnership, focused on large‐scale media and entertainment event. Findings – In the temporary event‐driven project‐based organisational structure studied, communities of practice emerged by themselves because of the complexity of the task at hand. These are called “emergent communities of practice”. Four built‐in organisational mechanisms that cultivated the emergent communities of practice were identified: trust building stability; competence contributors; competence shadows; and social glue of informal events. Surprisingly, the public/private dimension was found not to affect the emergence of the community negatively. Research limitations/implications – Given that conclusions are based on the Swedish data, the paper recommends that similar studies be carried out in other countries. Originality/value – The paper extends the framework of communities of practice beyond the boundaries of a single or few stable organisations by analysing communities of practice within a temporary project organisation; it introduces the concept emergent communities of practice; and it proposes four ways to cultivate communities of practice. DA - 2007/01/01/ PY - 2007 DO - 10.1108/09696470710718348 DP - Emerald Insight VL - 14 IS - 1 SP - 50 EP - 61 SN - 0969-6474 UR - https://doi.org/10.1108/09696470710718348 Y2 - 2021/08/13/18:25:53 L1 - http://www.emerald.com/insight/content/doi/10.1108/09696470710718348/full/pdf?title=emergent-communities-of-practice-in-temporary-interorganisational-partnerships ER - TY - JOUR TI - Managing social and human capital in organizations: Communities of practices as strategic tools for individual and organizational development AU - Manuti, Amelia AU - Impedovo, Maria Antonietta AU - De Palma, Pasquale Davide T2 - Journal of Workplace Learning AB - Purpose The purpose of this paper is to discuss the role of communities of practice in organizations and their most beneficial effects for both individual and collective development. Design/methodology/approach Based on a literature review, from the first authoritative texts by Lave and Wenger until the most recent critiques, the paper has attempted to conciliate the individual and the organizational perspectives about this precious tool for knowledge management and creation. Findings Because of their distinctive features, a joint enterprise, a mutual engagement and a shared repertoire, if strategically managed, might resort to individual and organizational positive outcomes. From an individual perspective, communities could be beneficial in developing professional skills, a stronger sense of identity and finding continuity even during discontinuity and change. From an organizational perspective, communities of practice could help drive the strategy, start new lines of business, solve problems quickly and transfer best practices. Research limitations/implications Many limitations about this conceptualization have been presented. Therefore, future research should try to focus on communities within different socio-cultural contexts and within different kinds of organizations. Practical implications Practical implications about the use of communities of practice within organizational contexts are mainly linked to the enhancement of human and social capital seen as a strategic, although intangible, asset. Social implications The social implications of this paper are connected to the contribution to the discussion on the theme which is quite uncommon in human resource management research. Originality/value The value of this paper is the attempt to connect the communities of practice to human and social capital. DA - 2017/01/01/ PY - 2017 DO - 10.1108/JWL-07-2016-0062 DP - Emerald Insight VL - 29 IS - 3 SP - 217 EP - 234 SN - 1366-5626 ST - Managing social and human capital in organizations UR - https://doi.org/10.1108/JWL-07-2016-0062 Y2 - 2021/08/13/18:14:22 L1 - http://www.emerald.com/insight/content/doi/10.1108/JWL-07-2016-0062/full/pdf?title=managing-social-and-human-capital-in-organizations-communities-of-practices-as-strategic-tools-for-individual-and-organizational-development ER - TY - JOUR TI - Can senior management sustain engagement and identification to support learning? Designing communities and defining goals AU - Macpherson, Allan AU - Kiersch, Christa AU - Antonacopoulou, Elena T2 - Journal of Strategy and Management AB - Purpose The purpose of this paper is to explore the premise that organizationally defined communities of practice can be a valuable strategic learning tool for management. Design/methodology/approach It is a quantitative study in a single organization. The authors analyzed data from 1,082 employees using hierarchical (multi-level) linear modeling. Findings Management can support learning and influence engagement and identification by defining communities of practice and establishing goals, but this is not always successful. Engagement may be a short-term phenomenon, dependent significantly on the type of practice or project in which community members are allowed or decide, to participate. Identification, on the other hand, may need practices that support longer-term individual development aims allowing and supporting the achievement of personal ambition or competence. Research limitations/implications Future studies of organizationally defined communities of practice could use established scales to measure leadership, engagement and identification. Practical implications When implementing this type of organizationally defined community of practice, attention to the types of practices or projects to which the employees can contribute seems to be most important. Originality/value The authors show that: the dynamics within communities of practice (CoP) designed by top management teams have an impact on CoP members’ identification and engagement; organizationally defined CoP may be part of a broader landscape of professional practice (LoP); engagement, objectives and practices, and not only identification and knowledgeability, are key to the dynamics of CoP and LoP; senior management’s leadership role in setting up successful CoP is equivocal. DA - 2020/01/01/ PY - 2020 DO - 10.1108/JSMA-07-2019-0136 DP - Emerald Insight VL - 13 IS - 1 SP - 144 EP - 159 SN - 1755-425X ST - Can senior management sustain engagement and identification to support learning? UR - https://doi.org/10.1108/JSMA-07-2019-0136 Y2 - 2021/08/13/16:51:32 L1 - http://www.emerald.com/insight/content/doi/10.1108/JSMA-07-2019-0136/full/pdf?title=can-senior-management-sustain-engagement-and-identification-to-support-learning-designing-communities-and-defining-goals ER - TY - JOUR TI - The fractal structure of communities of practice: Implications for business organization AU - Webber, Emily AU - Dunbar, Robin T2 - PLoS ONE AB - Communities of practice (COP) are informal (sometimes formal) groupings of professionals with shared interests that form to facilitate the exchange of expertise and shared learning or to function as professional support networks. We analyse a dataset on the size of COPs and show that their distribution has a fractal structure similar to that found in huntergatherer social organisation and the structure of human personal social networks. Small communities up to about 40 in size can be managed democratically, but all larger communities require a leadership team structure. We show that frequency of interaction declines as size increases, as is the case in personal social networks. This suggests that professional work-oriented organisations may be subject to the same kinds of constraint imposed on human social organisation by the social brain. We discuss the implications for business management structure. DA - 2020/04/29/ PY - 2020 DO - 10.1371/journal.pone.0232204 DP - EBSCOhost VL - 15 IS - 4 SP - 1 EP - 15 SN - 19326203 ST - The fractal structure of communities of practice UR - http://ez.urosario.edu.co/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=a9h&AN=142983287&lang=es&site=ehost-live Y2 - 2021/08/13/16:22:49 L1 - http://content.ebscohost.com/ContentServer.asp?T=P&P=AN&K=142983287&S=R&D=a9h&EbscoContent=dGJyMMTo50Sep7E4v%2BvlOLCmsEmep7RSsKi4TLOWxWXS&ContentCustomer=dGJyMPGqsUiuprZLuePfgeyx44Dt6fIA ER - TY - BOOK TI - Communities of practice: Learning, meaning, and identity AU - Wenger, Etienne T2 - Communities of practice: Learning, meaning, and identity AB - Presents a theory of learning that starts with this assumption: engagement in social practice is the fundamental process by which we learn and so become who we are. The primary unit of analysis of this process is neither the individual nor social institutions but rather the informal "communities of practice" that people form as they pursue shared enterprises over time. In order to give a social account of learning, the theory explores in a systematic way the intersection of issues of community, social practice, meaning, and identity. The result is a broad conceptual framework for thinking about learning as a process of social participation. This framework has relevance for the practitioner as well as the theoretician. (PsycINFO Database Record (c) 2016 APA, all rights reserved) CY - New York, NY, US DA - 1998/// PY - 1998 DP - APA PsycNET PB - Cambridge University Press SN - 978-0-521-43017-3 ST - Communities of practice ER - TY - JOUR TI - Community strategic relationship and marketing to foster the development of communities and the sustainability of organizations AU - Juárez, Fernando T2 - International Journal of Psychological Research AB - The purpose of this study was to define community strategic relationship and marketing (CSRM) as a relevant tool to foster the development of communities and the sustainability of organizations. The method was rationalist, theoretical, and conceptual; it comprised the analysis of a propositional structure. Articulated propositions provided a framework for analysis, discussion, and conclusions. After giving a definition of CSRM, several analyses were conducted that determined the uniqueness and usefulness of this approach. These analyses were: 1) the usefulness of the community concepts and strategies in CSRM, 2) the existence of a community approach to different strategic areas or marketing, and 3) the relevance of the use of community concepts and strategies to foster the development of communities and the sustainability of organizations. The conclusion was that CSRM and the use of these concepts and strategies have the potential to be a fruitful research and strategic approach in marketing and in all of organization activities. DA - 2016/01/01/ PY - 2016 DO - 10.21500/20112084.2106 DP - revistas.usb.edu.co VL - 9 IS - 1 SP - 113 EP - 125 J2 - Int. j. psychol. res. LA - en SN - 2011-7922 UR - https://revistas.usb.edu.co/index.php/IJPR/article/view/2106 Y2 - 2021/05/15/15:14:10 L1 - https://revistas.usb.edu.co/index.php/IJPR/article/download/2106/1878 ER - TY - JOUR TI - Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation AU - Brown, John Seely AU - Duguid, Paul T2 - Organization Science AB - Recent ethnographic studies of workplace practices indicate that the ways people actually work usually differ fundamentally from the ways organizations describe that work in manuals, training programs, organizational charts, and job descriptions. Nevertheless, organizations tend to rely on the latter in their attempts to understand and improve work practice. We examine one such study. We then relate its conclusions to compatible investigations of learning and of innovation to argue that conventional descriptions of jobs mask not only the ways people work, but also significant learning and innovation generated in the informal communities-of-practice in which they work. By reassessing work, learning, and innovation in the context of actual communities and actual practices, we suggest that the connections between these three become apparent. With a unified view of working, learning, and innovating, it should be possible to reconceive of and redesign organizations to improve all three. DA - 1991/01/01/ PY - 1991 DP - EBSCOhost VL - 2 IS - 1 SP - 40 EP - 57 J2 - Organization Science SN - 10477039 ST - Organizational Learning and Communities-of-Practice UR - http://ez.urosario.edu.co/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=edsjsr&AN=edsjsr.2634938&lang=es&site=eds-live&scope=site Y2 - 2021/05/15/00:45:21 L1 - http://content.ebscohost.com/ContentServer.asp?T=P&P=AN&K=4433760&S=R&D=bth&EbscoContent=dGJyMNHX8kSep7M4y9f3OLCmsEmepq5Ssqu4Sq6WxWXS&ContentCustomer=dGJyMPGqsUiuprZLuePfgeyx43zx ER - TY - JOUR TI - Communities of practice as an initiative for knowledge sharing in business organisations: a literature review AU - Aljuwaiber, Abobakr T2 - Journal of Knowledge Management AB - Purpose This paper aims to review the research and to summarise the evidence on communities of practice (CoPs) as a tool for sharing knowledge. It will highlight the related literature from the past two decades by looking at potential barriers, solutions and influential factors regarding CoPs within business organisations. Design/methodology/approach The study consists of a constructed approach to determine the sources for the review that covers relevant literature on the topic of CoPs. Findings This paper provides insights about the important role of CoPs in fostering knowledge-sharing within business organisations. It suggests that the impact of globalisation has encouraged many business firms to intentionally establish CoPs as a vital tool for knowledge management (KM) initiatives. It also appears that the importance of the three organisational factors – top management, structure and culture – lies in their ability to have a direct effect on intentionally established CoPs within business organisations. Research limitations/implications The paper suggests a number of ways in which intentionally established CoPs can be developed within business companies. This paper limited its review to three organisational factors. Investigation of other organisational factors is needed. Originality/value This paper provides a detailed insight into the management literature on CoPs as an initiative for knowledge sharing within business organisations. DA - 2016/07/11/ PY - 2016 DO - 10.1108/JKM-12-2015-0494 DP - ResearchGate VL - 20 SP - 731 EP - 748 J2 - Journal of Knowledge Management ST - Communities of practice as an initiative for knowledge sharing in business organisations L1 - http://www.emerald.com/insight/content/doi/10.1108/JKM-12-2015-0494/full/pdf?title=communities-of-practice-as-an-initiative-for-knowledge-sharing-in-business-organisations-a-literature-review L1 - https://www.researchgate.net/profile/Abobakr-Aljuwaiber-2/publication/305825088_Communities_of_practice_as_an_initiative_for_knowledge_sharing_in_business_organisations_a_literature_review/links/5a05890caca2726b4c786517/Communities-of-practice-as-an-initiative-for-knowledge-sharing-in-business-organisations-a-literature-review.pdf L4 - https://www.researchgate.net/publication/305825088_Communities_of_practice_as_an_initiative_for_knowledge_sharing_in_business_organisations_a_literature_review ER - TY - BOOK TI - Communities of Practice: Critical Perspectives AU - Hughes, Jason AU - Jewson, Nick AU - Unwin, Lorna AB - This benchmark text provides an accessible yet critical introduction to the theory and application of communities of practice and their use in a diverse range of managerial and professional contexts, from education to human resource development. This book charts the development of the idea of communities of practice and explores the key relationship between learning and identity among: newcomers and ‘old timers’ male and female workers the low skilled and the high skilled professionals and managers adults and adolescents. Drawing on international empirical studies and adopting a multi-disciplinary approach, this book is useful reading for all students, researchers, practitioners and policy makers with an interest in work, employment, labour markets, learning, training or education. DA - 2013/04/03/ PY - 2013 DP - Google Books SP - 204 LA - en PB - Routledge SN - 978-1-136-23462-0 ST - Communities of Practice L2 - https://books.google.com.co/books?id=Mv6H0dm1CvgC ER - TY - BOOK TI - Cultivating Communities of Practice: A Guide to Managing Knowledge AU - Wenger, Etienne AU - McDermott, Richard Arnold AU - Snyder, William AB - Today's marketplace is fueled by knowledge. Yet organizing systematically to leverage knowledge remains a challenge. Leading companies have discovered that technology is not enough, and that cultivating communities of practice is the keystone of an effective knowledge strategy.Communities of practice come together around common interests and expertise- whether they consist of first-line managers or customer service representatives, neurosurgeons or software programmers, city managers or home-improvement amateurs. They create, share, and apply knowledge within and across the boundaries of teams, business units, and even entire companies-providing a concrete path toward creating a true knowledge organization.In Cultivating Communities of Practice, Etienne Wenger, Richard McDermott, and William M. Snyder argue that while communities form naturally, organizations need to become more proactive and systematic about developing and integrating them into their strategy. This book provides practical models and methods for stewarding these communities to reach their full potential-without squelching the inner drive that makes them so valuable.Through in-depth cases from firms such as DaimlerChrysler, McKinsey & Company, Shell, and the World Bank, the authors demonstrate how communities of practice can be leveraged to drive overall company strategy, generate new business opportunities, tie personal development to corporate goals, transfer best practices, and recruit and retain top talent. They define the unique features of these communities and outline principles for nurturing their essential elements. They provide guidelines to support communities of practice through their major stages of development, address the potential downsides of communities, and discuss the specific challenges of distributed communities. And they show how to recognize the value created by communities of practice and how to build a corporate knowledge strategy around them.Essential reading for any leader in today's knowledge economy, this is the definitive guide to developing communities of practice for the benefit-and long-term success-of organizations and the individuals who work in them.Etienne Wenger is a renowned expert and consultant on knowledge management and communities of practice in San Juan, California. Richard McDermott is a leading expert of organization and community development in Boulder, Colorado. William M. Snyder is a founding partner of Social Capital Group, in Cambridge, Massachusetts. DA - 2002/// PY - 2002 DP - Google Books SP - 306 LA - en PB - Harvard Business Press SN - 978-1-57851-330-7 ST - Cultivating Communities of Practice L2 - https://books.google.com.co/books?id=m1xZuNq9RygC ER - TY - JOUR TI - What are communities of practice? A comparative review of four seminal works AU - Cox, Andrew T2 - Journal of Information Science AB - This paper is a comparative review of four seminal works on communities of practice. It is argued that the ambiguities of the terms community and practice are a source of the concept's reusability allowing it to be reappropriated for different purposes, academic and practical. However, it is potentially confusing that the works differ so markedly in their conceptualizations of community, learning, power and change, diversity and informality. The three earlier works are underpinned by a common epistemological view, but Lave and Wenger's 1991 short monograph is often read as primarily about the socialization of newcomers into knowledge by a form of apprenticeship, while the focus in Brown and Duguid's article of the same year is, in contrast, on improvising new knowledge in an interstitial group that forms in resistance to management. Wenger's 1998 book treats communities of practice as the informal relations and understandings that develop in mutual engagement on an appropriated joint enterprise, but his focus is the impact on individual identity. The applicability of the concept to the heavily individualized and tightly managed work of the twenty-first century is questionable. The most recent work by Wenger – this time with McDermott and Snyder as coauthors – marks a distinct shift towards a managerialist stance. The proposition that managers should foster informal horizontal groups across organizational boundaries is in fact a fundamental redefinition of the concept. However it does identify a plausible, if limited, knowledge management (KM) tool. This paper discusses different interpretations of the idea of 'co-ordinating' communities of practice as a management ideology of empowerment. DA - 2005/12// PY - 2005 DO - 10.1177/0165551505057016 DP - DOI.org (Crossref) VL - 31 IS - 6 SP - 527 EP - 540 J2 - Journal of Information Science LA - en SN - 0165-5515, 1741-6485 ST - What are communities of practice? UR - http://journals.sagepub.com/doi/10.1177/0165551505057016 Y2 - 2021/08/29/05:24:54 L1 - https://eprints.whiterose.ac.uk/8140/2/CoxJISv3_2.pdf ER - TY - JOUR TI - Las comunidades de práctica en las organizaciones AU - Garzón, Manuel T2 - Desarrollo Gerencial AB - En este artículo de revisión, se abordan en primer lugar, las comunidades, los elementos que las conforman, sus características, tipos de comunidades, Comunidades de Práctica (CoP) y sus antecedentes. Posteriormente, se hace un acercamiento al concepto de comunidades de práctica, se propone la definición y un modelo que orientará el documento resultado de la revisión bibliográfica. Seguidamente, se realizan aproximaciones a las orientaciones para el diseño y, sobre todo, la implementación y su ciclo de vida,  de la misma forma se identifican factores que condicionan el éxito, los componentes, el rol del moderador-dinamizador. Finalmente, se resumen las conclusiones pertinentes. DA - 2020/03/31/ PY - 2020 DO - 10.17081/dege...3683 DP - revistas.unisimon.edu.co VL - 12 IS - 1 SP - 1 EP - 22 J2 - DESARROLLOGERENCIAL LA - es SN - 2145-5147 UR - http://revistas.unisimon.edu.co/index.php/desarrollogerencial/article/view/3683 Y2 - 2021/08/29/05:24:29 L1 - http://revistas.unisimon.edu.co/index.php/desarrollogerencial/article/download/3683/4719 ER - TY - BOOK TI - Situated Learning: Legitimate Peripheral Participation AU - Lave, Jean AU - Wenger, Etienne DA - 1991/09/27/ PY - 1991 DP - DOI.org (Crossref) PB - Cambridge University Press SN - 978-0-521-41308-4 978-0-521-42374-8 978-0-511-81535-5 ST - Situated Learning UR - https://www.cambridge.org/core/product/identifier/9780511815355/type/book Y2 - 2021/08/29/00:46:28 ER - TY - JOUR TI - Communities of practice: dynamics and success factors AU - Retna, Kala S. AU - Tee, Ng Pak T2 - Leadership & Organization Development Journal AB - Purpose– The purpose of this paper is to explore the dynamics and key success factors in the development of communities of practice (CoP).Design/methodology/approach– A qualitative case study, using in‐depth interviews, was conducted in a multinational company (MNC) in Singapore.Findings– The findings indicate that CoPs can facilitate the creation, sharing and utilisation of knowledge in an organisation, positively affecting its strategy, operations and bottom line. The key factors that nurture CoPs to promote innovative learning and knowledge‐sharing environments are leadership, culture and individual motivation.Practical implications– The findings indicate the value of informal CoPs in promoting innovative cultures with high levels of collaboration among organisational members.Originality/value– This is an empirical study that reveals the dynamics of CoP development in an MNC and the key success factors of CoP development from the point of view of the employees in the company. DA - 2011/01/01/ PY - 2011 DO - 10.1108/01437731111099274 DP - Emerald Insight VL - 32 IS - 1 SP - 41 EP - 59 SN - 0143-7739 ST - Communities of practice UR - https://doi.org/10.1108/01437731111099274 Y2 - 2021/08/21/16:45:09 L1 - http://www.emerald.com/insight/content/doi/10.1108/01437731111099274/full/pdf?title=communities-of-practice-dynamics-and-success-factors ER - TY - JOUR TI - Communities of practice: linking knowledge management and strategy in creative firms AU - Bashouri, Joseph AU - Duncan, Glen William T2 - Journal of Business Strategy AB - Purpose– The purpose of this paper is to assess the importance of knowledge and its management in the creative professional service firm (PSF). The other purpose is to explore the role of communities of practice (CoPs) in knowledge management (KM) strategies. Design/methodology/approach– A single-case study approach was adopted with five open-ended semi-structured interviews conducted with middle and senior management having mainly an architectural background. The data were complemented with participant observation and reflection on experience together with conversations with work colleagues. Findings– The findings suggest that having an appropriately balanced strategy of personalisation/codification of knowledge through CoPs contributes to the competitiveness of the firm. Research limitations/implications– The paper provides a useful exploration of KM in creative PSFs, but the results may lack generalizability because of the small scale and qualitative nature of the research. The research is limited to one firm in one country. Future research is needed to test the findings in other creative PSFs and in other countries. Practical implications– The paper provides guidance to managers in creative PSFs on the need for positioning CoPs at the heart of the firm’s KM strategies. Originality/value– The paper tests a theoretical framework on how to link strategy with KM strategy in creative PSFs. DA - 2014/01/01/ PY - 2014 DO - 10.1108/JBS-08-2013-0072 DP - Emerald Insight VL - 35 IS - 6 SP - 49 EP - 57 SN - 0275-6668 ST - Communities of practice UR - https://doi.org/10.1108/JBS-08-2013-0072 Y2 - 2021/08/21/16:39:48 L1 - http://www.emerald.com/insight/content/doi/10.1108/JBS-08-2013-0072/full/pdf?title=communities-of-practice-linking-knowledge-management-and-strategy-in-creative-firms ER - TY - JOUR TI - Step‐in or step‐out: supporting innovation through communities of practice AU - Borzillo, Stefano AU - Kaminska‐Labbé, Renata T2 - Journal of Business Strategy AB - Purpose – To provide managers, researchers, and consultants with practical insights on using Communities of Practice to support innovation in organizations. Design/methodology/approach – The research design is based on a four‐year longitudinal case study of five Communities of Practice (CoPs) within a Specialty Chemicals division of a multinational company Alpha. Primary (interviews, direct observation) and secondary (internal documents) data were collected and analysed resulting in several conclusions about the role of Communities of Practice in supporting organizational innovation. Findings – The main conclusion drawn from the study is that supporting innovation involves switching between different degrees of managerial involvement in Communities of Practice, namely step‐in and step‐out modes. The step‐in mode results in knowledge expansion, which supports incremental innovation while the step‐out mode leads to knowledge probing which supports radical innovation. Research limitations/implications – The findings are based on a single case study of a firm which successfully used CoPs to support innovation across its R&D teams; generalizing these results would require the analysis of additional cases. Practical implications – The paper provides managers with practical recommendations on how to align CoP dynamics with the specific innovation needs of an organization. On the one hand, CoPs require a great deal of autonomy if they are to generate radical innovation. On the other, when incremental innovation is needed managers can and should steer CoP activities. Originality/value – The data, approach, and analysis are all original. This paper enriches the existing theory on the role of CoPs in supporting innovation by highlighting the need to adapt the degree of managerial involvement. The findings resolve the existing tension between two opposing streams of research – that which considers CoPs as self‐organized, emergent and fully autonomous systems and the other, which advocates that CoPs require managerial guidance. DA - 2011/01/01/ PY - 2011 DO - 10.1108/02756661111121974 DP - Emerald Insight VL - 32 IS - 3 SP - 29 EP - 36 SN - 0275-6668 ST - Step‐in or step‐out UR - https://doi.org/10.1108/02756661111121974 Y2 - 2021/08/21/16:38:08 L1 - http://www.emerald.com/insight/content/doi/10.1108/02756661111121974/full/pdf?title=stepin-or-stepout-supporting-innovation-through-communities-of-practice ER - TY - JOUR TI - Support your local communities of practice: Learning and continuous change AU - Bandow, Diane AU - Gerweck, Joseph T T2 - Development and Learning in Organizations: An International Journal AB - Purpose– This paper provides considerations for organizations interested in supporting knowledge sharing among employees based on experiences and recent research. Experiences emphasize the need to discover and recognize unofficial communities of practice; support distributed leadership; support control of the communities by their members; enable interaction and learning opportunities; consider social media carefully; leaving choices up to the community members; and an approach to calculating the value of communities of practice (CoPs) based on knowledge management. Design/methodology/approach– The approach of this paper focuses on six basic themes from research and experiences in the literature with CoPs. Lessons learned and recommendations are provided. Findings– Lessons from CoPs focus on the need for distributed leadership or all engage, participate and share responsibilities; control of the community belongs to the members, and they decide membership; interaction and learning opportunities are essential to support competitive advantage for the organization and continuous development for the community members. Social media is unproven in the workplace and should be approached carefully, as the CoP must determine benefits and advantages. An approach to calculating value is proposed, based on calculating the value of knowledge management. Practical implications– As CoPs continue to evolve, organizations play a key role in supporting their development which in turn provides competitive advantage for the organization. Continuous learning and development are the key aspects of these communities, including opportunities for leadership, decision-making and professional development. Technology can play an important role in CoPs, but must be supported by the membership. The return on investment (ROI) may be significant and learning opportunities provide the potential for personal development and the enhancement of organizational performance. Originality/value– This review offers insights into experiences and findings from CoPs, supports distributed leadership and control of the community among the members, strongly recommends interaction and learning opportunities and addresses social media as a possibility to support the CoP. The ROI potential supports and encourages organizations to develop employees and enhance overall performance. DA - 2015/01/01/ PY - 2015 DO - 10.1108/DLO-11-2014-0083 DP - Emerald Insight VL - 29 IS - 5 SP - 7 EP - 9 SN - 1477-7282 ST - Support your local communities of practice UR - https://doi.org/10.1108/DLO-11-2014-0083 Y2 - 2021/08/21/16:36:46 L1 - http://www.emerald.com/insight/content/doi/10.1108/DLO-11-2014-0083/full/pdf?title=support-your-local-communities-of-practice-learning-and-continuous-change ER - TY - JOUR TI - Communities of practice: a model for their cultivation AU - Loyarte, Edurne AU - Rivera, Olga T2 - Journal of Knowledge Management AB - Purpose – This paper proposes defining a methodology of cultivation and integration of communities of practices (CoPs) and to create an evaluation model in organizations. Design/methodology/approach – This research project was based on a qualitative case study design, with main units of analysis being CoPs. The objective was achieved developing an analysis model of CoPs based on the key dimensions created by R. McDermott and studying actual experiences in CoPs integration with this model. The reported research project involves 15 organization actual experiences of CoPs in very different kinds of organizations. Although the study analyzed different kinds of companies, the evaluation methodology is unique. Findings – Based on the results of the study, a cultivation model of CoPs was created, which includes the detection analysis of CoPs in organization, the analysis of CoPs' necessity in organizations, the analysis of the appropriate CoPs in each organization and the evaluation model for the integrated CoPs. Research limitations/implications – All the actual experiences analyzed are documented cases. Therefore, it is difficult to find failure experiences and most of them are successful cases. Practical implications – The cultivation model can help managers of any organization in the integration process of CoPs. Originality/value – The main contribution of this project is the development of a valid and sustainable cultivation model of CoPs in any organization. DA - 2007/01/01/ PY - 2007 DO - 10.1108/13673270710752117 DP - Emerald Insight VL - 11 IS - 3 SP - 67 EP - 77 SN - 1367-3270 ST - Communities of practice UR - https://doi.org/10.1108/13673270710752117 Y2 - 2021/08/21/16:32:34 L1 - http://www.emerald.com/insight/content/doi/10.1108/13673270710752117/full/pdf?title=communities-of-practice-a-model-for-their-cultivation ER - TY - JOUR TI - Communities of practice: keeping the company agile AU - Borzillo, Stefano AU - Schmitt, Achim AU - Antino, Mirko T2 - Journal of Business Strategy AB - Purpose – The purpose of this paper is to provide managers, researchers, and consultants with insights into the ways communities of practice (CoPs) simultaneously support organizations' product refinements (their knowledge exploitation and alignment thereof to today's business demands) and the search for and discovery of new products (knowledge exploration and adapting it to changes in the business environment). Design/methodology/approach – The research design is based on a four‐year longitudinal case study of five CoPs within a specialty chemicals division of a multinational company. Primary (interviews, direct observation) and secondary (internal documents) data were collected and analyzed, resulting in several findings on the role of CoPs in supporting organizational ambidexterity by simultaneously exploiting existing knowledge (aligned to the current business) while exploring new knowledge (adaptive/reactive to business environment changes). Findings – The main conclusion drawn from the study is that supporting organizational ambidexterity involves switching between different degrees of managerial involvement in CoPs, namely “aligned” and “adaptive” modes. Alignment results in knowledge exploitation that supports “product refinements”, while the adaptive mode leads to knowledge exploration that supports the “search & discovery of new products”. Research limitations/implications – The findings are based on a single case study of a firm that used CoPs successfully to support product refinements and search for new products across its R&D teams. Hence, generalizing these results would require analyzing additional cases. Practical implications – The paper provides managers with practical recommendations on how to align CoP dynamics with an organization's specific needs to simultaneously exploit and explore new knowledge. On the one hand, CoPs require a great deal of autonomy to generate a search for and discovery of new ideas or knowledge. On the other hand, managers can and should steer CoP activities when their alignment to business and product refinement is required. Originality/value – The data, approach, and analysis are all original. This paper enriches existing theory as it fulfills an unexplored gap between CoPs and organizational ambidexterity. In this respect, CoP and organizational ambidexterity theories are all enriched. DA - 2012/01/01/ PY - 2012 DO - 10.1108/02756661211281480 DP - Emerald Insight VL - 33 IS - 6 SP - 22 EP - 30 SN - 0275-6668 ST - Communities of practice UR - https://doi.org/10.1108/02756661211281480 Y2 - 2021/08/21/16:25:54 L1 - http://www.emerald.com/insight/content/doi/10.1108/02756661211281480/full/pdf?title=communities-of-practice-keeping-the-company-agile ER - TY - JOUR TI - Communities of Practice Purposefully Designed for Improving Business Performance: CoP for Improving Business Performance AU - Yamklin, Sophon AU - Igel, Barbara T2 - Knowledge and Process Management DA - 2012/10// PY - 2012 DO - 10.1002/kpm.1398 DP - DOI.org (Crossref) VL - 19 IS - 4 SP - 189 EP - 202 J2 - Know. Process Mgmt. LA - en SN - 10924604 ST - Communities of Practice Purposefully Designed for Improving Business Performance UR - https://onlinelibrary.wiley.com/doi/10.1002/kpm.1398 Y2 - 2021/08/21/16:23:00 ER - TY - JOUR TI - Translating strategy into practice: the role of communities of practice AU - Macpherson, Allan AU - Antonacopoulou, Elena T2 - Journal of Strategy and Management AB - Purpose – This empirical paper aims to show how communities of practice have been used as a tractable management tool to operationalize strategy in practice. The analysis shows how CoPs can be used in business to find traction in order to achieve strategic goals. Design/methodology/approach – A two‐year longitudinal case study approach was adopted employing semi‐structured interviews, participant observations and document analysis for data collection. The findings were verified with the participants in the study during feedback events organised for that purpose. Findings – The study provides in‐depth insights into the challenges of translating strategy into practice in complex work settings. In this case, uneven outcomes were attributed to three critical contributing factors: the leadership and governance structures, the meaningful ways in which members can participate and interact with others; and their identity and sense of belonging. Research limitations/implications – Although a single case study only provides indications of potential generalisations, it does give access to issues that cannot be identified without an in‐depth analysis. Practical implications – The authors encourage executives to consider concepts of identity, participation and governance as useful heuristics for the analysis of practices of communities. Potential inconsistencies in community practices could have implications for the way strategy is translated into action. Originality/value – Unlike most community of practice studies, which focus on the community aspect of the concept, this study analyses the practices of communities. In doing so, it adds value to our understanding of the forces that shape social interactions embedded in the implementation of strategy in practice. DA - 2013/01/01/ PY - 2013 DO - 10.1108/JSMA-11-2012-0061 DP - Emerald Insight VL - 6 IS - 3 SP - 265 EP - 285 SN - 1755-425X ST - Translating strategy into practice UR - https://doi.org/10.1108/JSMA-11-2012-0061 Y2 - 2021/08/21/16:15:50 L1 - http://www.emerald.com/insight/content/doi/10.1108/JSMA-11-2012-0061/full/pdf?title=translating-strategy-into-practice-the-role-of-communities-of-practice ER - TY - JOUR TI - New avenues for business competitiveness: the case of a community of practice in the hotel sector AU - Almeida, Sofia AU - Campos, Ana Cláudia T2 - International Journal of Culture, Tourism and Hospitality Research AB - Purpose This paper aims to better understand community of practice (CoP)’s dynamics with a focus on the hotel sector and perceived benefits to members and business performance. Design/methodology/approach This is a case study research focusing on a successful experience within a CoP found in the hotel sector. The study reports in detail how a CoP was created and how it evolved to a digital platform to give birth to a fully co-designed tourism product. It analyzes this CoP’s social dynamics, processes of communication and interaction, as well as digital evolution. To collect rich data, method triangulation was applied by mixing quantitative and qualitative analyses. Findings The community is highly participated and valued because it is perceived as a dynamic system contributing to rapid information exchange and diffusion, efficient context for knowledge transfer and individual responsiveness to daily professional activities and challenges. The reasons why members perceive Amigas do Trade as a distinctive community include shared values and attitudes; professional area and position; and group composition. The majority of members acknowledged that belonging to this CoP has helped in making an informed decision with impact on business practice. The sub-theme more intensely participated and discussed concentrated on human resources issues. Research limitations/implications A case study brings useful insights into the understanding of CoP members’ behaviour; however, findings are not generalizable to other communities. Practical implications This study contributes in several ways to business practice and management. Hotel businesses pertain to a sector in which CoPs easily thrive. This seems to happen because businesses in the tourism and hospitality industry are highly dependent on networks, people, communication channels and technologies. Engagement with technological platforms is stimulated because of the unproblematic integration of these digital platforms into other technologies members already use in their daily work and life. Moreover, digital platforms are not expensive and potentially increase motivation levels within CoP, and consequently in companies. This example inspires the use of digital platforms to exchange knowledge in other CoPs in the hotel sector. Social implications CoPs are contexts of good interaction within a group of people by nurturing a good value system (comprehending trust, cohesion and good communication climate). Thus, a non-hierarchical and non-biased approach to CoP by managers could be accomplished by fostering an organizational culture based on joint innovation, coopetition and open communication principles. Expectedly, in this respect, intensive use of digital technologies in the business arena will keep playing a key role. Originality/value To the best of the authors’ knowledge, this is the first study on CoP applied to the hotel sector. Additionally, it is also the first time a CoP composed only by women working in the hotel sector was analyzed. One other element of novelty links to the fact that a CoP with physical and virtual dimensions was studied, introducing the use of digital platforms to the analysis of CoP dynamics. DA - 2021/01/01/ PY - 2021 DO - 10.1108/IJCTHR-12-2020-0285 DP - Emerald Insight VL - ahead-of-print IS - ahead-of-print SN - 1750-6182 ST - New avenues for business competitiveness UR - https://doi.org/10.1108/IJCTHR-12-2020-0285 Y2 - 2021/08/21/16:10:04 L1 - http://www.emerald.com/insight/content/doi/10.1108/IJCTHR-12-2020-0285/full/pdf?title=new-avenues-for-business-competitiveness-the-case-of-a-community-of-practice-in-the-hotel-sector ER - TY - JOUR TI - Thinking together: What makes Communities of Practice work? AU - Pyrko, Igor AU - Dörfler, Viktor AU - Eden, Colin T2 - Human Relations AB - In this article, we develop the founding elements of the concept of Communities of Practice by elaborating on the learning processes happening at the heart of such communities. In particular, we provide a consistent perspective on the notions of knowledge, knowing and knowledge sharing that is compatible with the essence of this concept ? that learning entails an investment of identity and a social formation of a person. We do so by drawing richly from the work of Michael Polanyi and his conception of personal knowledge, and thereby we clarify the scope of Communities of Practice and offer a number of new insights into how to make such social structures perform well in professional settings. The conceptual discussion is substantiated by findings of a qualitative empirical study in the UK National Health Service. As a result, the process of ?thinking together? is conceptualized as a key part of meaningful Communities of Practice where people mutually guide each other through their understandings of the same problems in their area of mutual interest, and this way indirectly share tacit knowledge. The collaborative learning process of ?thinking together?, we argue, is what essentially brings Communities of Practice to life and not the other way round. DA - 2017/04/01/ PY - 2017 DO - 10.1177/0018726716661040 DP - SAGE Journals VL - 70 IS - 4 SP - 389 EP - 409 J2 - Human Relations SN - 0018-7267 ST - Thinking together UR - https://doi.org/10.1177/0018726716661040 Y2 - 2021/08/21/15:52:56 L1 - http://journals.sagepub.com/doi/pdf/10.1177/0018726716661040 ER - TY - JOUR TI - Groups, Teams, and Communities of Practice: A Comparison AU - Gilley, Ann AU - Kerno, Steven J. T2 - Advances in Developing Human Resources AB - Groups, teams, and communities of practice (CoPs) are becoming ubiquitous on the modern landscape. However, the organizational conditions under which these structures are most appropriate and when they are of little or no use have received little attention. This article compares and contrasts groups, teams, and CoPs, and offers guidelines and a word of caution for HRD professionals and their organizations attempting to orchestrate the transition to CoPs. DA - 2010/02/01/ PY - 2010 DO - 10.1177/1523422310365312 DP - SAGE Journals VL - 12 IS - 1 SP - 46 EP - 60 J2 - Advances in Developing Human Resources SN - 1523-4223 ST - Groups, Teams, and Communities of Practice UR - https://doi.org/10.1177/1523422310365312 Y2 - 2021/08/21/15:50:57 L1 - http://journals.sagepub.com/doi/pdf/10.1177/1523422310365312 ER - TY - JOUR TI - Communities of Practice: Beyond Teams AU - Kerno, Steven J. AU - Mace, Stephanie L. T2 - Advances in Developing Human Resources AB - Communities of practice are being incorporated by organizations into internal knowledge management schema, as well as the extended knowledge system, capable of spanning elements from the external environment. This article seeks to explore the positive outcomes associated with the approach as well as potential challenges confronting communities of practice so organizations may more competently manage conditions crucial to their success. An overview of communities of practice, including an historical background, theoretical definition, common characteristics, structural components, benefits, challenges, limitations, and recommendations for organizational success will be presented. A discussion and conclusions section ends this article. DA - 2010/02/01/ PY - 2010 DO - 10.1177/1523422310365341 DP - SAGE Journals VL - 12 IS - 1 SP - 78 EP - 92 J2 - Advances in Developing Human Resources SN - 1523-4223 ST - Communities of Practice UR - https://doi.org/10.1177/1523422310365341 Y2 - 2021/08/21/15:44:05 L1 - http://journals.sagepub.com/doi/pdf/10.1177/1523422310365341 ER - TY - JOUR TI - Transactive knowledge from communities of practice to firms: An empirical investigation of innovative projects performance AU - Longo, Maria Cristina AU - Narduzzo, Alessandro T2 - European Journal of Innovation Management AB - Purpose The purpose of this paper is to analyze to what extent and under which conditions R&D projects benefit from team members’ participation in spontaneous and work-related communities of practice (CoPs). Design/methodology/approach This is a quantitative empirical study. R&D projects are the unit of analysis. Data are collected through interviews to 121 informants who are members of 60 R&D projects and participants in 195 CoPs. Findings The participation of project team members in work-related CoPs positively affects the R&D project performance. This positive effect applies also to radically innovative projects. The diversity in the institutional affiliation of CoPs members is also highly significant and positively correlated with the project performance. Research limitations/implications The paper considers only work-related CoPs, thus neglecting the knowledge transacted through other types of CoPs. Practical implications Practitioners should support the autonomous participation of project team members to spontaneous and work-related CoPs that cut across the organizational boundaries. Team leaders may enhance team innovative capabilities and performance by ensuring diversity of knowledge and skills from CoPs whose members work for institutions that differ from each other. Originality/value First, this study provides quantitative evidence of the CoPs ability to support innovation. Second, this research is focused on spontaneous and work-related CoPs within business environments. Third, this study does not analyze CoPs performance, but it postulates a connection between innovative organizational units (i.e. R&D projects) and spontaneous CoPs that cut across the firms’ boundaries. DA - 2017/01/01/ PY - 2017 DO - 10.1108/EJIM-10-2016-0098 DP - Emerald Insight VL - 20 IS - 2 SP - 291 EP - 311 SN - 1460-1060 ST - Transactive knowledge from communities of practice to firms UR - https://doi.org/10.1108/EJIM-10-2016-0098 Y2 - 2021/08/21/15:35:51 L1 - http://www.emerald.com/insight/content/doi/10.1108/EJIM-10-2016-0098/full/pdf?title=transactive-knowledge-from-communities-of-practice-to-firms-an-empirical-investigation-of-innovative-projects-performance ER - TY - JOUR TI - Developing international social capital: The role of communities of practice and clustering AU - Urzelai, Berrbizne AU - Puig, Francisco T2 - International Business Review AB - One criteria regarding where to invest in foreign markets is linked to the international social capital (ISC) that exists on the place, which enables the access to local knowledge and other location-specific advantages. There are alternative ways to create and make use of that ISC that are still unexplored by International Business literature. In this paper, we study the geographic communities of practice (CoP) that are formed by FDI firms from the same country-of-origin (the so-called country-of-origin clusters). For that purpose, the paper adopts a qualitative methodological approach through an inductive case study of expatriates from 13 Spanish subsidiaries co-located in China. Our findings suggest that there are particular mechanisms based on the informal connections and repeated interactions facilitated by a common language and non-competitive relationships that create an ISC in the CoP. Moreover, our analysis shows there is a heterogeneity in the way these mechanisms are developed and used by the member firms, and this is due to organizational and individual factors, as well as leadership dynamics. Our work contributes to Internationalization and Network theories by identifying unexplored mechanisms through which the ISC is developed at the host country level. Besides, it helps identifying competences (i.e. clustering competences) that help expatriate managers to be successful in their international assignments. DA - 2019/04/01/ PY - 2019 DO - 10.1016/j.ibusrev.2018.08.008 DP - ScienceDirect VL - 28 IS - 2 SP - 209 EP - 221 J2 - International Business Review LA - en SN - 0969-5931 ST - Developing international social capital UR - https://www.sciencedirect.com/science/article/pii/S0969593117306145 Y2 - 2021/08/21/15:03:32 L1 - http://www.sciencedirect.com/science/article/pii/S0969593117306145/pdfft?md5=270d8b7a15c77521c67f5030a0fd1d2e&pid=1-s2.0-S0969593117306145-main.pdf&isDTMRedir=Y ER - TY - JOUR TI - Designing and managing business communities of practice AU - Corso, Mariano AU - Giacobbe, Andrea AU - Martini, Antonella T2 - Journal of Knowledge Management AB - Purpose– The purpose of this paper is to put forward a model to map the evolution of a business Community of Practice (CoP) in terms of learning and knowledge management processes.Design/methodology/approach– Empirical evidence is based on seven case studies and the analyses of three best practices from secondary sources. Two of those cases are analyzed longitudinally from inception, while the others are retrospective. Cases were chosen in order to cover different kinds of industries and, especially, to analyze sharing of different kinds of knowledge (from call‐centre operators to complex new products knowledge).Findings– The article sheds light on the different evolutionary paths that business CoPs follow and the role of the dynamics of the organizational commitment and the people involvement. It was noticed that a high level of commitment from both the organization and its members is related to the effectiveness of the Community in supporting learning and knowledge management processes.Research limitations/implications– The case studies and best practice examples reported are all based on the experiences of Western companies – although some, if not all, may have global operations. It is possible that some of the conclusions (e.g, levels of organizational commitment and individual participation, evolutionary stages and drivers), may not be valid for Asian‐headquartered companies.Practical implications– This article aims to develop actionable knowledge to support management in understanding how to manage a business CoP, in order to create value for both the organization and its members. The proposed model can be used for mapping the CoP evolution, while identifying the appropriate governance tools to cultivate, stimulate and drive the Community evolution.Originality/value– In the model, the evolution of a Community has been assessed in terms of its vitality – i.e. its effectiveness in supporting knowledge management and learning. This vitality depends on the combination of the organization's commitment and members' involvement. Therefore, supporting a Community in its evolution means stimulating and maintaining the commitment (animation and promotions levers) of these two parties. DA - 2009/01/01/ PY - 2009 DO - 10.1108/13673270910962888 DP - Emerald Insight VL - 13 IS - 3 SP - 73 EP - 89 SN - 1367-3270 UR - https://doi.org/10.1108/13673270910962888 Y2 - 2021/08/21/14:16:54 L1 - http://www.emerald.com/insight/content/doi/10.1108/13673270910962888/full/pdf?title=designing-and-managing-business-communities-of-practice ER - TY - JOUR TI - Creating communities of practice: scoping purposeful design AU - Iaquinto, Ben AU - Ison, Ray AU - Faggian, Robert T2 - Journal of Knowledge Management AB - Purpose – This paper seeks to scope the nature and form of practices, understandings and institutional arrangements that might contribute to the successful “design” and continuity of Communities of Practice (CoP) in a state government department in Australia. The study aims to provide research evidence to support the design and establishment of a CoP based on systems thinking within this department. Design/methodology/approach – A total of 13 semi‐structured interviews were undertaken involving 14 informants. The interviewer also attended one CoP meeting. An emergent approach to research design was adopted with data analysis guided by previous studies on CoPs. Findings – The research revealed the existence of six CoPs that were purposefully created internally by the department. Six “design” and practice considerations were suggested for practitioners aiming to create and sustain successful CoPs. Research limitations/implications – Interview material was the only source of primary data and it was gathered from one organisation only – a state government department in Australia. Findings indicate that the role of the CoP coordinator is still not fully understood. Practical implications – The results from this study can be used in re‐designing a systems thinking CoP to support systems thinking within the department. The study also revealed that purposefully designing CoPs is possible and useful for practitioners aiming to collaborate and share expertise across disciplinary and divisional boundaries. Originality/value – This study provides some guidance for the purposeful design of CoPs, which has been under‐examined in the literature. DA - 2011/01/01/ PY - 2011 DO - 10.1108/13673271111108666 DP - Emerald Insight VL - 15 IS - 1 SP - 4 EP - 21 SN - 1367-3270 ST - Creating communities of practice UR - https://doi.org/10.1108/13673271111108666 Y2 - 2021/08/13/19:53:28 L1 - http://www.emerald.com/insight/content/doi/10.1108/13673271111108666/full/pdf?title=creating-communities-of-practice-scoping-purposeful-design ER - TY - JOUR TI - Improved organizational performance through communities of practice AU - Schenkel, Andrew AU - Teigland, Robin T2 - Journal of Knowledge Management AB - Purpose – The purpose of this article is to empirically investigate the relationship between communities of practice and performance. Design/methodology/approach – Interviews, surveys, and company records from a case study of several communities of practice within a multi‐billion dollar construction project are investigated. Using the concept of learning curves, the authors look at the relationship between four communities of practice and their performance as well as taking an in‐depth look at the communication patterns within each community of practice. Findings – Three communities of practice that operated under stable conditions were found to exhibit improved performance. However, the one community of practice that experienced changes in its communication channels due to a physical move was never able to regain its previous ability to continuously improve, indicating a strong relationship between communication channels and performance. Research limitations/implications – The research presented here focuses only on communities of practice within one organization and one industry, thus limiting the degree to which the results can be generalized. Practical implications – The results provide support for the recent efforts by managers to sponsor and even “formally define” communities of practice within organizations. This article also illustrates how sensitive communities of practice are to changes in communication channels, thus alerting managers to the importance of understanding the impact of their actions on a community's cognitive processes and structural dimensions. Originality/value – This paper offers empirical support for a positive relationship between communities of practice and performance, thus filling a research gap that has been difficult to fill due to the ethereal nature of communities of practice. DA - 2008/01/01/ PY - 2008 DO - 10.1108/13673270810852421 DP - Emerald Insight VL - 12 IS - 1 SP - 106 EP - 118 SN - 1367-3270 UR - https://doi.org/10.1108/13673270810852421 Y2 - 2021/08/13/19:51:48 L1 - http://www.emerald.com/insight/content/doi/10.1108/13673270810852421/full/pdf?title=improved-organizational-performance-through-communities-of-practice ER - TY - JOUR TI - Communities of practice: control or autonomy? AU - Bardon, Thibaut AU - Borzillo, Stefano T2 - Journal of Business Strategy AB - Purpose The purpose of this paper is to address the question of how two seemingly opposite principles – managerial control and autonomy – simultaneously affect, positively and negatively, managers’ motivation to develop together innovative practices in a community of practice (the Custoprog community). Design/methodology/approach A single-case study was conducted in the Custoprog community, during which 22 semi-directive interviews with Custoprog members were conducted over a period of eight months. Members are all EuroAirport middle managers of EuroAirport (a Western Europe international airport). Findings The findings highlight how Custoprog members experience the conflicting situation of enjoying some autonomy (granted by top management), while being subjected to some degree of managerial control. Our results focus on how these two opposite principles (control and autonomy) simultaneously (positively as well as negatively) affect the motivation of Custoprog members to develop innovative practices together. Research limitations/implications The study is limited by the scope of the sample. Further research conducted in multiple communities of practice (CoPs) may therefore be useful for comparability purposes, and to generalize our results. Practical implications We provide a set of practical recommendations to steer CoPs effectively, by achieving a delicate balance between control and autonomy. Originality/value Our investigation contributes to understanding the strategic benefits of using CoPs as an informal means of developing and diffusing customer-related innovative practices. DA - 2016/01/01/ PY - 2016 DO - 10.1108/JBS-02-2015-0018 DP - Emerald Insight VL - 37 IS - 1 SP - 11 EP - 18 SN - 0275-6668 ST - Communities of practice UR - https://doi.org/10.1108/JBS-02-2015-0018 Y2 - 2021/08/13/19:49:39 L1 - http://www.emerald.com/insight/content/doi/10.1108/JBS-02-2015-0018/full/pdf?title=communities-of-practice-control-or-autonomy ER - TY - JOUR TI - Why communities of practice succeed and why they fail AU - Probst, Gilbert AU - Borzillo, Stefano T2 - European Management Journal DA - 2008/10// PY - 2008 DO - 10.1016/j.emj.2008.05.003 DP - DOI.org (Crossref) VL - 26 IS - 5 SP - 335 EP - 347 J2 - European Management Journal LA - en SN - 02632373 UR - https://linkinghub.elsevier.com/retrieve/pii/S0263237308000479 Y2 - 2021/08/13/19:42:09 ER - TY - JOUR TI - The Construction of `Communities of Practice' in the Management of Innovation AU - Swan, Jack AU - Scarbrough, Harry AU - Robertson, Maxine T2 - Management Learning AB - Communities of practice have been identified as playing a critical role in the promotion of learning and innovation in organizations. Yet, while innovation may be facilitated within communities of practice, radical innovations frequently occur at the interstices across communities. Here, the performative advantages of communities of practice are less clear. Moreover, while it has been suggested that managers play a critical role in constructing, aligning or supporting communities of practice, there is little empirical evidence for these assertions. This article contributes to these debates on the construction of communities of practice and their role in the innovation process. It does this through a case study of a radical innovation for the treatment of prostate cancer. The case focuses on Medico-the company that manufactured a product for the new treatment-and explores attempts by managers to construct a new `community of practice' as a vehicle for innovation. While the case highlights attempts by managers to construct communities as `social objects', it also underlines the shift in management strategies and practices associated with such a construction. Faced with powerful professions, and limited organizational support, managers employed a strategy centred on constructing a community focused on the disease (rather than the product) using `community of practice' as a rhetorical device to enrol key professionals and to mobilize and legitimize changes in work practice. Thus community building reflected managers' lack of power to intensify innovation by other means. DA - 2002/12// PY - 2002 DO - 10.1177/1350507602334005 DP - DOI.org (Crossref) VL - 33 IS - 4 SP - 477 EP - 496 J2 - Management Learning LA - en SN - 1350-5076, 1461-7307 UR - http://journals.sagepub.com/doi/10.1177/1350507602334005 Y2 - 2021/08/13/19:40:13 ER - TY - JOUR TI - Limitations of Communities of Practice: A Consideration of Unresolved Issues and Difficulties in the Approach AU - Kerno, Steven J. T2 - Journal of Leadership & Organizational Studies AB - Communities of practice are becoming increasingly common on the organizational landscape. Organizations are simultaneously incorporating communities of practice into internal knowledge management systems and spanning elements from the external environment. However, the literature has tended to favor the positive outcomes with the approach. This article explores potential challenges confronting communities of practice so that organizations may better manage conditions crucial to their success. Perspectives of time constraints, organizational hierarchies, and regional culture are highlighted, and propositions bearing consideration when implementing a community of practice are stated. A discussion section ends this article. DA - 2008/08/01/ PY - 2008 DO - 10.1177/1548051808317998 DP - SAGE Journals VL - 15 IS - 1 SP - 69 EP - 78 J2 - Journal of Leadership & Organizational Studies LA - en SN - 1548-0518 ST - Limitations of Communities of Practice UR - https://doi.org/10.1177/1548051808317998 Y2 - 2021/08/13/19:16:36 ER - TY - JOUR TI - Communities of practice in the business and organization studies literature AU - Murillo, Enrique T2 - Information Research AB - Introduction. As it approaches the two decade milestone, the concept of community of practice faces what can be described as a midlife crisis. It has achieved wide diffusion, but users have adapted it to suit their needs, leading to a proliferation of diverging interpretations. Recent critiques lament that the concept is losing its coherence and analytical power. Method. This review uses Benders and van Veen's model of a management fashion to account for the popularity of the concept of communities of practice in the business and organization studies literature and for the current crisis. Results. The literature displays considerable confusion between communities of practice and other social structures concerned with knowledge and learning, although recent typologies are helping to clarify concepts. Researchers have accepted the concept as an enduring element in the knowledge-based view of the firm, but practitioners have mostly used it in fashionable management discourse, specifically as a knowledge management tool, resulting in numerous publications based on pragmatic interpretations of the concept. By now, the fashion is fading in the practitioner literature, but the researcher community displays renewed interest in the form of several in-depth critiques and a resurgence of theory-grounded studies. Conclusions. The review predicts that the concept will successfully mature out of its current crisis through a new period, already started, of theory development grounded in rigorous studies conducted in organizations. DA - 2011/02/28/ PY - 2011 DP - ResearchGate VL - 16 J2 - Information Research UR - https://www.researchgate.net/publication/275522382_Communities_of_practice_in_the_business_and_organization_studies_literature L4 - https://www.researchgate.net/profile/Enrique-Murillo/publication/275522382_Communities_of_practice_in_the_business_and_organization_studies_literature/links/5a876d37aca272017e5aba2c/Communities-of-practice-in-the-business-and-organization-studies-literature.pdf ER - TY - JOUR TI - Comunidades de práctica como sistemas emergentes de aprendizaje AU - Rubio, Jairo Antonio Pérez T2 - Actualidades Pedagógicas DA - 2011/// PY - 2011 DP - Zotero SP - 14 LA - es L1 - https://ciencia.lasalle.edu.co/cgi/viewcontent.cgi?article=1017&context=ap ER - TY - JOUR TI - Another cog in the machine: Designing communities of practice in professional bureaucracies AU - Harvey, Jean-François AU - Cohendet, Patrick AU - Simon, Laurent AU - Dubois, Louis-Etienne T2 - European Management Journal DA - 2013/02// PY - 2013 DO - 10.1016/j.emj.2012.07.008 DP - DOI.org (Crossref) VL - 31 IS - 1 SP - 27 EP - 40 J2 - European Management Journal LA - en SN - 02632373 ST - Another cog in the machine UR - https://linkinghub.elsevier.com/retrieve/pii/S026323731200076X Y2 - 2021/10/22/23:59:09 ER - TY - JOUR TI - An Integrative Model for Knowledge Sharing in Communities-of-Practice. AU - Jeon, Su AU - Kim, Young-Gul AU - Koh, Joon T2 - J. Knowledge Management AB - Purpose – This study attempts to identify the factors and relationships that influence community of practice (CoP) members' knowledge-sharing attitudes, intentions, and behaviors. Design/methodology/approach – The Theory of Planned Behavior model, Motivation Theory, and the Triandis model were employed here. For the empirical validation, 282 responses from four Korean companies were collected. Findings – Whereas both extrinsic motivational and intrinsic motivational factors positively influenced attitude toward knowledge-sharing behaviors, intrinsic motivational factors were more influential in this regard. Additionally, some differences in knowledge-sharing mechanisms were noted between formally managed CoPs and informally nurtured CoPs. Research limitations/implications – Since the survey samples used herein were limited to Korean companies, the results of this study may prove ungeneralizable. Practical implications – For managers who intend to introduce CoPs to their firm, a CoP supportive environment must be created, such that the image, reciprocity, enjoyment of helping, and need for affiliation of each CoP member can be satisfied. Originality/value – This study is one of the first pieces of integrative research regarding CoPs to target understanding of the most crucial component of CoP activities, namely knowledge sharing. DA - 2011/04/05/ PY - 2011 DO - 10.1108/13673271111119682 DP - ResearchGate VL - 15 J2 - J. Knowledge Management L1 - https://www.researchgate.net/profile/Joon-Koh/publication/220363240_An_Integrative_Model_for_Knowledge_Sharing_in_Communities-of-Practice/links/55a89b1e08ae481aa7f5855d/An-Integrative-Model-for-Knowledge-Sharing-in-Communities-of-Practice.pdf L4 - https://www.researchgate.net/publication/220363240_An_Integrative_Model_for_Knowledge_Sharing_in_Communities-of-Practice ER - TY - JOUR TI - Comunidades de práctica, una estrategia para la democratización del conocimiento en las organizaciones, una reflexión AU - Correa, Luis Fernando Atehortúa AU - Marín, Lillyana María Giraldo T2 - Revista Ingenierías Universidad de Medellín AB - Desde un análisis de integración y correlación de lo general a lo particular y partiendo de las organizaciones como contexto propio en las actuales circunstancias de generación de conocimiento y estimulación del aprendizaje organizacional e individual, se exploran los conceptos de comunidad de práctica y democratización, como estrategia para compartir y orientar el uso del conocimiento en las organizaciones. El presente artículo tiene como objetivo aportar a la construcción del concepto de democratización del conocimiento en las organizaciones, analizando las particularidades, las características y algunos aspectos propios de las comunidades de práctica (CoP), como una estrategia de gestión del conocimiento en las organizaciones que puede favorecer dicho objetivo. Este artículo se inicia con la presentación de conceptos como comunidad de práctica, estrategia de gestión de conocimiento, democratización. Por último, se hace un análisis que pretende relacionar los conceptos de democratización y comunidad de práctica, de tal forma, que desde ahí se pueda dar respuesta a la pregunta: ¿son las CoP una estrategia para la democratización del conocimiento en las organizaciones? En la parte final se formulan conclusiones sobre la reflexión producto del objeto de estudio de este documento. DA - 2010/// PY - 2010 DP - revistas.udem.edu.co VL - 9 IS - 16 SP - 141 EP - 150 LA - spa SN - 2248-4094 UR - https://revistas.udem.edu.co/index.php/ingenierias/article/view/50 Y2 - 2021/10/23/00:42:35 L1 - http://www.scielo.org.co/pdf/rium/v9n16/v9n16a13.pdf L1 - http://www.scielo.org.co/pdf/rium/v9n16/v9n16a13.pdf L1 - https://revistas.udem.edu.co/index.php/ingenierias/article/download/50/36 L1 - https://revistas.udem.edu.co/index.php/ingenierias/article/download/50/36 ER - TY - ELEC TI - Journal of Knowledge Management AU - ScimagoJR T2 - Scimago Journal & Country Rank DA - 2020/// PY - 2020 UR - https://www.scimagojr.com/journalsearch.php?q=144668&tip=sid Y2 - 2021/11/02/23:23:58 L2 - https://www.scimagojr.com/journalsearch.php?q=144668&tip=sid ER - TY - ELEC TI - Journal of Knowledge Management AU - Emerald Publishing Limited T2 - Emerald Publishing AB - The premiere choice for Knowledge Management (KM) scholars and practitioners. A leading journal publishing cutting-edge research with real impact and top-quality management studies on innovative KM strategies with applications to real-world situations. DA - 2021/// PY - 2021 LA - en UR - https://www.emeraldgrouppublishing.com/journal/jkm Y2 - 2021/11/02/23:25:15 ER - TY - JOUR TI - A new approach to the metric of journals’ scientific prestige: The SJR indicator AU - González-Pereira, Borja AU - Guerrero-Bote, Vicente P. AU - Moya-Anegón, Félix T2 - Journal of Informetrics AB - A size-independent indicator of journals’ scientific prestige, the SCImago Journal Rank (SJR) indicator, is proposed that ranks scholarly journals based on citation weighting schemes and eigenvector centrality. It is designed for use with complex and heterogeneous citation networks such as Scopus. Its computation method is described, and the results of its implementation on the Scopus 2007 dataset is compared with those of an ad hoc Journal Impact Factor, JIF(3y), both generally and within specific scientific areas. Both the SJR indicator and the JIF distributions were found to fit well to a logarithmic law. While the two metrics were strongly correlated, there were also major changes in rank. In addition, two general characteristics were observed. On the one hand, journals’ scientific influence or prestige as computed by the SJR indicator tended to be concentrated in fewer journals than the quantity of citation measured by JIF(3y). And on the other, the distance between the top-ranked journals and the rest tended to be greater in the SJR ranking than in that of the JIF(3y), while the separation between the middle and lower ranked journals tended to be smaller. DA - 2010/07/01/ PY - 2010 DO - 10.1016/j.joi.2010.03.002 DP - ScienceDirect VL - 4 IS - 3 SP - 379 EP - 391 J2 - Journal of Informetrics LA - en SN - 1751-1577 ST - A new approach to the metric of journals’ scientific prestige UR - https://www.sciencedirect.com/science/article/pii/S1751157710000246 Y2 - 2021/11/03/14:21:31 L2 - https://www.sciencedirect.com/science/article/abs/pii/S1751157710000246 KW - Academic journals KW - Citation networks KW - Eigenvector centrality KW - Journal prestige KW - SJR indicator ER - TY - JOUR TI - Bibliometría e indicadores de actividad científica (X). Indicadores cienciométricos en Scimago Journal and Country Rank. Análisis de la categoría temática «Pediatrics, Perinatology and Child Health» AU - Domínguez, R. Lucas AU - Costoya, Andrea Sixto AU - Cogollos, Lourdes Castelló AU - Dios, Francisco Javier González de AU - Benavent, Rafael Aleixandre T2 - Acta pediátrica española AB - Autorías: R. Lucas Domínguez, Andrea Sixto Costoya, Lourdes Castelló Cogollos, Francisco Javier González de Dios, Rafael Aleixandre Benavent. Localización: Acta pediátrica española. Nº. 7, 2018. Artículo de Revista en Dialnet. DA - 2018/// PY - 2018 DP - dialnet.unirioja.es VL - 76 IS - 7-8 SP - 103 EP - 108 LA - spa SN - 0001-6640 UR - https://dialnet.unirioja.es/servlet/articulo?codigo=6519071 Y2 - 2021/11/03/14:26:03 L2 - https://dialnet.unirioja.es/servlet/articulo?codigo=6519071 ER -