Chapter

Communities of Practice and Organizational Performance

ERIC L. LESSER and JOHN STORCK

Edited by Laurence Prusak

in Creating Value with Knowledge

Published in print January 2004 | ISBN: 9780195165128
Published online October 2005 | e-ISBN: 9780199835751 | DOI: http://dx.doi.org/10.1093/0195165128.003.0007
 Communities of Practice and Organizational Performance

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This chapter explains how communities of practice play a critical role in the development of social capital, providing employees with the opportunity to expand their connections, develop relationships, and establish common norms and values that can lead to improved knowledge transfer. It describes a study of seven companies in which communities of practice are acknowledged to be creating value. For each of the companies that participated in the study, between five and ten members of existing communities of practice were interviewed regarding their perceptions of value at both an individual and organizational level. The research team then developed a “mind map” which led to the categorization scheme used to review the interview transcripts. From the categories, the key sources of individual and organizational value were abstracted.

Keywords: social capital; employees; connections; knowledge transfer; mind map; categories

Chapter.  6981 words.  Illustrated.

Subjects: Financial Markets

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