A Framework for Communities of Practice in Learning Organizations

Jagasia, Jyoti; Baul, Utpal; Mallik, D. M. Arvind

doi:10.1177/2278533714551861

Cited by 28 publications

(16 citation statements)

References 32 publications

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“…A recent survey by Jagasia et al (2015) states that CoPs are the social tools to connect, engage, and share knowledge in organizations. Previous researchers have addressed the barriers to engaging in knowledge sharing in a VCoP.…”

Section: Challenges To Knowledge Sharing In a Vcopmentioning

confidence: 99%

Knowledge sharing by entrepreneurs in a virtual community of practice (VCoP)

Hafeez

Alghatas²,

Foroudi

et al. 2019

ITP

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Purpose The purpose of this paper is to examine how entrepreneurs engage in a virtual community of practice (VCoP) to share knowledge. Intensity of engagement is taken as a proxy to measure the strength of knowledge sharing. Design/methodology/approach The archival data spanning over a three-year period from “Start-up-Nation©” (a VCoP purposefully setup for entrepreneurs) are used for analysis. A set of indices are introduced to measure participants’ intensity of engagement in terms of message length, message frequency and reciprocity in the knowledge sharing process. Content analysis is employed to test a sample of “highly engaged”, “moderately engaged”, “low engaged” and “not engaged” discussion topics as part of the online discourse. Findings The authors find that entrepreneurs normally use short (fewer than 100 words) or medium (fewer than 250 words) message size to contribute to the discussions. In addition, the authors find that senior members and discussion moderators play important roles in igniting the “reciprocity” behaviour in stimulating the interest of the community with the topic discussion. The authors also find that highly engaged topics usually lead to further discussion threads. Originality/value This is the first study of its kind to explore how entrepreneurs engage in a VCoP to share their knowledge and experiences. The set of measurement indices tested here provide a tool for the owner, designer and moderator of the VCoP to measure the utility of their website in terms of its members’ participation. In addition, the set of textual and subjective interventions identified here enables the moderator (administrator) of a VCoP to design effective interventions to facilitate online discourse and augments the knowledge sharing process amongst its community members.

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Section: Challenges To Knowledge Sharing In a Vcopmentioning

confidence: 99%

Knowledge sharing by entrepreneurs in a virtual community of practice (VCoP)

Hafeez

Alghatas²,

Foroudi

et al. 2019

ITP

View full text Add to dashboard Cite

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“…Presented in two categories for analytical convenience, the distinctions outlined above often are less clear in reality. The quantitative study of 223 individuals who participated in successful co‐located and virtual organizational initiatives related to knowledge management and communities of practice (Jagasia et al, ) reinforced this point, and noted a similar set of factors as those mentioned in the studies described above: the need for community support, people factors—primarily issues of trust and the opportunity to develop personal relationships—and the role of knowledge managers in user involvement.…”

Section: Actions For High‐sociability Organizationsmentioning

confidence: 82%

“…Three examples explore a multinational virtual community of practice (Kimble & Hildreth, ), a multinational virtual community based on the exchange of sales/engineering knowledge (Gelin & Milusheva, ), and a health‐care virtual community (Antonacci, Fronzetti Colladon, Stefanini, & Gloor, ). Both types of organizations . In contrast to the above studies, a quantitative study of 223 individuals who participated in successful initiatives related to knowledge management and communities of practice cover both co‐located and virtual communities of practice (Jagasia, Baul, & Mallik, ).…”

Section: Toward Successful Knowledge Managementmentioning

confidence: 99%

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Successful knowledge management in high‐sociability organizations

Kimble¹

2020

Glob Bus Org Exc

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Depending on the type of business, the core activity of knowledge management can take different forms. An analysis of high‐sociability organizations shows that in those enterprises, second‐generation knowledge management—which emphasizes the role of groups, such as communities of practice—appears to be well matched to the way in which those entities function. Using a two‐dimensional framework based on sociability and solidarity, this study focuses on the links between high‐sociability organizations and knowledge management. Its conclusions point to three broad actions that high‐sociability organizations can undertake to manage knowledge more effectively: fostering a culture of knowledge sharing, nurturing interpersonal relationships, and creating appropriate organizational structures.

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“…business outcomes, timely completion of project and new innovations by leveraging community of practices for strategic advantage (Millen et al, 2002;Saint-Onge & Wallace, 2012). However, a few academics link it with only as a social phenomenon and not as Organisational learning tool (Harvey, Cohendet, Simon, & Dubois, 2013;Senge, 2014) and few others emphasize it as a part of learning organization and a kick-start for innovation culture (Harvey et al, 2013;Jagasia, Baul, & Mallik, 2015). Therefore, value of CoP is still open for debate for corporates and worthy to discuss its relevance from pragmatic point of view (Bolisani & Scarso, 2014).…”

Section: Literature Review and Theoretical Frameworkmentioning

confidence: 99%

Why Communities of Practice (CoP) are ‘Still’ Relevant for the Organizations?

Agarwal¹,

Agarwal²

2016

SASS

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There is a continuous scholarly debate on emerging structure of Communities of Practice (CoP) in modern organizations. The understanding of CoP differs among the organizations and so are the benefits. Over the years CoP concept has emerged and the new subsets are introduced such as Communities of Innovation (CoInv), Communities of Participation (CParp) and Communities of Creation (CoC). This paper proposes that CoP should evolve itself, not constructed in the organizations. Authors argue these communities emerged and evolved out of the need for doing something new and relevant in the organization. The paper draws upon existing research to substantiate their casewhy communities of practice are still relevant for the organizations? The paper insinuates a practice-based-standpoint supported through semi-structured interviews with ten corporate executives to understand the relevance of CoPs in current environment. Through this research, authors are proposing SKLC (Stakeholder, Learning, Knowledge, Collaboration) framework to comprehend the embryonic construction of CoPs. The framework would describe the way of CoP is understood and explore how CoP stakeholders augment knowledge through learning and collaboration. Further, this paper examines how the companies can use CoP to improve internal communications, improve profitability and align their processes.

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A Framework for Communities of Practice in Learning Organizations

Cited by 28 publications

References 32 publications

Knowledge sharing by entrepreneurs in a virtual community of practice (VCoP)

Knowledge sharing by entrepreneurs in a virtual community of practice (VCoP)

Successful knowledge management in high‐sociability organizations

Why Communities of Practice (CoP) are ‘Still’ Relevant for the Organizations?

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