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Handbook of Research on Communities of Practice for Organizational Management and Networking

Book Description

The Handbook of Research on Communities of Practice for Organizational Management and Networking: Methodologies for Competitive Advantage provides a sound understanding of the managerial implications of communities of practice as well as their opportunities and limits for knowledge management. A defining body of research, this collection of international findings fosters innovation within management and assists organizations in the improvement of performance.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright Page
  4. Editorial Advisory Board and List of Reviewers
    1. Editorial Advisory Board
  5. Methodologies for Competitive AdvantagePreface
    1. THE GENESIS OF THE COMMUNITIES OF PRACTICE IN THE KNOWLEDGE-BASED ECONOMY
    2. THE DEVELOPMENT RESEARCH ON COMMUNITIES OF PRACTICE: CONCEPTUAL FOUNDATIONS.
    3. OBJECTIVE AND PERSPECTIVES
    4. STRUCTURE OF THE BOOK
    5. FINAL REMARKS
  6. Acknowledgments
  7. Section 1: Conceptualising
    1. Chapter 1: A Communities of Practice Approach to Management Knowledge Dissemination
      1. Abstract
      2. Introduction
      3. THE MANAGEMENT KNOWLEDGE FIELD
      4. COMMUNITIES OF PRACTICE
      5. CROSSING BOUNDARIES: THE DISSEMINATION OF MANAGEMENT KNOWLEDGE
      6. A COMMUNITIES OF PRACTICE APPROACH TO THE DISSEMINATION OF MANAGEMENT KNOWLEDGE
      7. DISCUSSION
      8. DIRECTIONS FOR FUTURE RESEARCH
      9. CONCLUSION
    2. Chapter 2: Sharing Knowledge through Communities of Practice
      1. ABSTRACT
      2. INTRODUCTION
      3. INTANGIBLE ASSETS AS ORGANIZATIONAL DRIVERS
      4. THE FRAMEWORK FOR COMMUNITIES OF PRACTICE (CoP)
      5. SYSTEM AND DEFENSE ENGENEERING FIRM (SDE):
      6. SPANISH NUCLEAR POWER PLANTS:
      7. FINAL CONSIDERATIONS
    3. Chapter 3: Communities of Practice as Work Teams to Knowledge Management
      1. ABSTRACT
      2. INTRODUCTION
      3. THE PROCESS OF KNOWLEDGE MANAGEMENT: DEVELOPING IT WITHIN COMMUNITIES OF PRACTICE
      4. FROM WORK-TEAM TO COMMUNITIES OF PRACTICE
      5. CHARACTERISTICS OF WORK TEAMS TO FAVOUR KNOWLEDGE MANAGEMENT
      6. CONCLUSION AND FUTURE TRENDS
    4. Chapter 4: Ba and Communities of Practice in Research and Strategic Communities as a Way Forward
      1. Abstract
      2. Introduction
      3. Background
      4. Concept of Communities of Practice
      5. Similarities and Differences of the Two Concepts
      6. Ba, Communities of Practice and a Way Forward: Strategic Communities
      7. Future Trends
      8. Conclusion
    5. Chapter 5: Unraveling Power Dynamics in Communities of Practice
      1. Abstract
      2. Introduction
      3. Stages in community building: (1) initiating the core, (2) exploring by gaming and (3) sense making by building alternatives
      4. Conclusion
    6. Chapter 6:
      1. Abstract
      2. Introduction
      3. Communities of Practice
      4. Other Organisational Structures
      5. Communities of Practice Compared with Other Organisational Structures
      6. Comparative Analysis
      7. Conclusion
  8. Section 2: Contextualising
    1. Chapter 7: Samson and Delilah as a Discourse of Communities of Practice
      1. Abstract
      2. Introduction
      3. What Sort of Knowledge can be Transferred through CoPs?
      4. A Possible Solution
      5. Conclusion
    2. Chapter 8: Communities of Practice
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. Analyzing Management-Promoted Communities of Practice
      5. Results and discussion
      6. FUTURE WORK
      7. CONCLUSION
    3. Chapter 9: Knowledge Creation, Ba and CoP
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. Practical relation between Ba and CoP
      5. RESEARCH PROBLEM AND METHODS
      6. FINDINGS
      7. CONCLUSION, LIMITATIONS AND FUTURE RESEARCH
    4. Chapter 10: Community and Advantage in the Effects Industry
      1. Abstract
      2. COMMUNITY AND ADVANTAGE IN THE EFFECTS INDUSTRY
      3. Conclusion
  9. Section 3: Performance and Innovation
    1. Chapter 11: People-Focused Knowledge Sharing Initiatives in Medium-High and High Technology Companies
      1. Abstract
      2. Introduction
      3. Theoretical Foundations
      4. Developing a Research Model for Analysing the Influence of Organizational Conditions on People-Focused Knowledge Sharing and the Impact of the Latter on the Generation of New Ideas and on Company Performance
      5. Testing the Research Model
      6. Measurement Model Evaluation
      7. Structural Model Evaluation
      8. Conclusions and Practical Implications
      9. Future Research Paths
    2. Chapter 12: Communities of Practice Based Business Performance Evaluation
      1. Abstract
      2. Introduction
      3. Future Research
      4. Conclusion
    3. Chapter 13: Management Fads, Communities of Practice and Innovation
      1. Abstract
      2. INTRODUCTION
      3. BACKGROUND TO COMMUNITIES OF PRACTICE AND INNOVATION MANAGEMENT
      4. EVALUATION OF CoPs
      5. FUTURE TRENDS
      6. CONCLUSION AND RECOMMENDATIONS
    4. Chapter 14: Triple Helix Organisations, Communities of Practice and Time
      1. Abstract
      2. INTRODUCTION
      3. METHODOLOGY
      4. RESULTS
      5. DISCUSSION AND CONCLUSION
      6. Conclusion
    5. Chapter 15: Cross-Organization Virtual CoP
      1. Abstract
      2. INTRODUCTION
      3. BOUNDARY SPANNING COP AND INNOVATION MANAGEMENT
      4. CASE STUDY
      5. SUMMARY AND CONCLUSION
    6. Chapter 16: Future Tools for Sharing Knowledge
      1. ABSTRACT
      2. Introduction
      3. State of the art
      4. Virtual Worlds’ Knowledge Sharing Capabilities
      5. Serious Games Learning Capabilities
      6. How COMMUNITIES OF PRACTICE COULD Benefit from Both
      7. Dissertation: Current and Future Technological Possibilities
      8. Conclusion
  10. Section 4: Knowledge Intensive Organizations
    1. Chapter 17: The Roles of Peripheral Participants and Brokers
      1. Abstract
      2. Introduction
      3. Results
      4. Discussion and Conclusion
    2. Chapter 18: CoPs & Organizational Identity
      1. ABSTRACT
      2. 1. INTRODUCTION
      3. 2. THE ORGANIZATIONAL IDENTITY CONCEPT AS AN EMERGENT APPROACH OF “ORGANIZATIONAL KNOWLEDGE”
      4. 3. COMMUNITIES OF PRACTICE: WHAT A CoP IS, OTHER RELATED CONCEPTS AND CHARACTERISTICS OF A SUCCESSFUL COP
      5. 4. Communities of Practice, Organizational Identity and research questions
      6. 5. RESEARCH APPROACH
      7. 6. Findings
      8. 7. CONCLUSION
    3. Chapter 19: Within- and Between- CoP Knowledge Sharing in Knowledge-Intensive Firms
      1. ABSTRACT
      2. INTRODUCTION
      3. CONCEPTS AND THEORETICAL PERSPECTIVES
      4. UNDERSTANDING THE DYNAMICS OF WITHIN- AND BETWEEN- CoP KNOWLEDGE SHARING
      5. RESEARCH METHODOLOGY
      6. KNOWLEDGE SHARING WITHIN- AND BETWEEN- CoPs
      7. Relational Dimensions of Knowledge Sharing
      8. CONCLUSION
    4. Chapter 20: Knowledge Sharing Within and Between Communities of Practice in a Knowledge Intensive Organization
      1. Abstract
      2. Introduction and Background
      3. The Knowledge Management and Creation Approach
      4. Knowledge Sharing Within and Between CoPs in Knowledge Intensive Organization
      5. CoPs as Knowledge “Retainers” in Knowledge Intensive Organizations: Views on Tacit and Explicit Knowledge
      6. Conclusion
  11. Section 5: Sharing and Experiencing
    1. Chapter 21: Creativity in Action
      1. Abstract
      2. Introduction
      3. The Research Context
      4. Organisational Learning, Creativity and Communities of Practice
      5. Ethnographic Data
      6. An Ethnomethodological Gaze
      7. Concluding Reflections and Suggestions
    2. Chapter 22: A CoP for Research Activities in Universities
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND AND MAIN FOCUS
      4. THE COMMUNITY OF RESEARCH: CORE
      5. THE PROCESS OF DEVELOPING & USING CORE
      6. EXPERIENCES AND IMPROVEMENTS
      7. LESSONS LEARNED
      8. KNOWLEDGE COOPERATION & WEAK TIES: THE CHALLENGE OF AUTONOMY VS. GUIDANCE
      9. RESULTS OF THE EXPERIENCE
      10. CONCLUSION
    3. Chapter 23: Communities of Practice in Public Administration
      1. Abstract
      2. 1. Introduction
      3. 2. Case Study to Implement Communities of Practice within the Public Administration: The Compartim Program
      4. 3. Results
      5. 4. The Factors Involved
      6. 5. Guide for Implementing Successfully Communities of Practice
      7. 6. Conclusion
    4. Chapter 24: Growing the eLIDA CAMEL Community of Practice Case Study
      1. Abstract
      2. Introduction
      3. Background
      4. Case Study of the eLIDA CAMEL: A Successful Inter-Institutional CoP
      5. Future Trends
      6. Conclusion
    5. Chapter 25: Evaluating CoPs in Cancer Surgery
      1. ABSTRACT
      2. INTRODUCTION
      3. ESSENTIAL COMPONENTS OF THE COP PROCESS
      4. OPERATIONAL INSIGHTS
      5. CoP EVALUATION FRAMEWORK
      6. COP EVALUATION TOOL
      7. CONCLUSION
  12. Compilation of References
  13. About the Contributors
  14. Index