The Operational Impact of Organizational Communities of Practice

John L. Cordery · Edward Jerrold Cripps · Cristina B. Gibson · Christine W. Soo · Bradley L. Kirkman · John E. Mathieu

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

Abstract

Organizations are increasingly making use of communities of practice (CoPs) as a way of leveraging the dispersed knowledge and expertise of their employees. One important way in which CoPs are predicted to benefit organizations is by facilitating the transfer of best practices. In this study, we examined the impact of the introduction of global CoPs on changes made to operational procedures in three refineries operated by a multinational company over a period of more than 5 years. We used a Bayesian change point detection model to assess the probability that changes in the rate of adoption of new and revised operational procedures occurred following the introduction of CoPs. The results confirmed our predictions, providing support for the idea that CoPs benefit organizations by contributing to the development of better operational routines and demonstrating the utility of Bayesian techniques for assessing the impact of complex organizational change.

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1994Situated Learning: Legitimate Peripheral Participation.1991Situated Learning 1999Communities of practice learning, meaning, and identity 1998Communities of Practice 1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology 1991Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation 1996Exploring internal stickiness: Impediments to the transfer of best practice within the firm 2002Deliberate Learning and the Evolution of Dynamic Capabilities

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