Communities of practice: a model for their cultivation

Abstract

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.

Lessons from the business sector for successful knowledge management in health care: A systematic review

“…Individuals themselves can be barriers to effective KM if they are unqualified, inappropriate authorities (such as individuals who are in a position of power without the appropriate KM training, understanding of its purpose, etc. ), resistant to change [6,26,71,84,92,93], or have insufficient technology skills [6,84,93]. Discussing problems, sharing, or thinking out loud may not come naturally to some, and as such can pose a personal challenge [93], which may also be detrimental to a KM system, since knowledge sharing is a fundamental component of KM.…”

Identifying and Implementing Management Best Practice for Communities of Practice

“…Whereas some authors are of the view that CoPs are naturally forming, self-organizing groups (Gongla and Rizzuto, 2001;Lesser and Storck, 2001) that are resistant to management (Venters and Wood, 2007), others consider CoPs to be an integral part of the business, which should be set up intentionally and managed by the organization (Gongla and Rizzuto, 2001;Dubé et al, 2005). As a result there has been a call for further research to examine the impact that CoPs have on an organization in order to establish a better understanding of how businesses can accommodate and contribute to CoP development (Gongla and Rizzuto, 2001;Roberts, 2006;Loyarte and Rivera, 2007).…”

“…However, recent literature suggests that there is an increased awareness that CoPs can be managed and leveraged for competitive advantage by creating knowledge resources for teams and business units, creating opportunities to capture and consolidate knowledge across business units, and supporting business strategy (Swan et al, 2002;Wenger et al, 2002;Saint-Onge and Wallace, 2003;Roberts, 2006;Garavan et al, 2007). Loyarte and Rivera (2007) suggest that although the management of CoPs is a necessity, it should take the form of 'light-touch support'. Roberts (2006) supports this view by stating that organizations should facilitate the spontaneous emergence of CoPs while avoiding excessive managerial pressure.…”

“…Several authors have suggested that the technological challenge lies in designing the social side of collaborative technology and that whatever technology is adopted, people must be comfortable using it (Cross et al, 2006;Loyarte and Rivera, 2007). Moving from a traditional CoP format to a virtual CoP is not an easy process (Dubé et al, 2005) and particular consideration must be given to the use of technology at the right stages of CoP development (Gongla and Rizzuto, 2001).…”

Community of Practice in the Kuwaiti Medical Sector: An Exploratory Study

“…There are 120 CoPs, with approximately 2,000 members that are the heart and soul of knowledge sharing in the World Bank. They address knowledge gaps, foster knowledge partnerships, and serve as an ongoing learning avenue that improves the overall culture of learning that centers on continuous learning as opposed to on‐off learning events (Loyarte & Rivera, 2007; WBI, 2005). Gongla and Rizzuto (2001) observed the functioning of CoPs at IBM Global Services for 5 years and how they evolved in terms of people, organizational behavior, supporting process, and enabling technology.…”