Communities of practice as structures for managing knowledge in networked corporations

Enrico Scarso · Ettore Bolisani

42 citations0/0 files storedJournal of Manufacturing Technology Management

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Knowledge Management and Sharing Innovation and Knowledge Management Innovative Education and Learning Practices

Abstract

Purpose The aim of the paper is to discuss the critical issues concerning the design and implementation of communities of practice (CoPs), that are increasingly being developed in global networked corporations to connect dispersed and (semi)autonomous units, departments, and working teams. Design/methodology/approach The paper explores, summarises, and discusses the current literature and the reported experience of internal CoPs as a starting‐point to develop a comprehensive and systematic framework of the functioning of such structures. Findings An explanatory framework is proposed, which identifies and integrates the main dimensions shaping the creation and management of CoPs. Research limitations/implications The proposed speculation is based on a survey of more than 200 studies specifically focusing on CoPs in business environments. Owing to space constraints, only part of this is reported in the reference list, but further details can be requested from the authors. This study can also provide a consistent model for future empirical validations through case‐study analysis or action research. Practical implications The suggested framework, identifying the critical dimensions and issues, can be of use for the design and management of CoPs intentionally created by firms. Originality/value The study attempts to draw a comprehensive and coherent picture of elements that are generally treated disjointedly, both in academic studies and in practice.

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References

1994Situated Learning: Legitimate Peripheral Participation.1991Situated Learning 2002Cultivating Communities of Practice: A Guide to Managing Knowledge 2001Knowledge and Organization: A Social-Practice Perspective 2006Communities of Practice: The Organizational Frontier 1999Developing a Knowledge Strategy 2006Limits to Communities of Practice 2005An Empirical Examination of the Influence of Organizational Culture on Knowledge Management Practices

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2009Communities of practice in construction case study organisations 2017Dynamics of Long-Life Assets 2009A conceptual framework for prototyping outsourcing in new product development 2017Start‐up Communities as Communities of Practice: Shining a Light on Geographical Scale and Membership 2012Communities of Practice Purposefully Designed for Improving Business Performance 2015An empirical investigation for alignment of communities of practice with organization using fuzzy Delphi panel

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