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- Case Study: Building a Knowledge Community at Viant: The Case for Using a Holistic Approach
- By Notty Bumbo & David Coleman of Collaborative Strategies
- The Case study included description of The Viant Model; The Physical Space; The Technology: Envision, Experience, Launch - Mirroring Inside with Outside; Focusing on Impact and Lessons Learned
- The Case study included description of The Viant Model; The Physical Space; The Technology: Envision, Experience, Launch - Mirroring Inside with Outside; Focusing on Impact and Lessons Learned
- Communities Of Practice: A Culture Built On Sharing
- InformationWeek, April 26, 1999, by Susan S. Hanley
- At American Management Systems Inc., we have a culture in which sharing what you know has long been the key ingredient for success. We have formalized previously informal communities, established incentives and rewards for participation, and leveraged collaborative technology to provide an infrastructure to make it all work.
- At American Management Systems Inc., we have a culture in which sharing what you know has long been the key ingredient for success. We have formalized previously informal communities, established incentives and rewards for participation, and leveraged collaborative technology to provide an infrastructure to make it all work.
- Communities of Practice: Learning Is Social. Training Is Irrelevant?
- Training Magazine, February 1997, Cover Story By DAVID STAMPS
- New ideas about social learning may hold the key to understanding how people really learn at work.
- New ideas about social learning may hold the key to understanding how people really learn at work.
- Communities of Practice: Performance and Evolution
- * Tad Hogg
,
- Xerox PARC
- We present a detailed model of collaboration in communities of practice and we examine its dynamical consequences for the group as a whole. We establish the existence of a novel mechanism that allows the community to naturally adapt to growth, specialization, or changes in the environment without the need for central controls. This mechanism relies on the appearance of a dynamical instability that initiates an exploration of novel interactions, eventually leading to higher performance for the community as a whole.
- Xerox PARC
- Communities of Practice: A Review of the Literature
- by John Sharp
- How to Optimize Organizational Learning
- by Etienne Wenger
- LabNet: Toward a Community of Practice
- Ruopp, R., Gall, S., Drayton, B., & Pfister, M.
- L. Erlbaum Associates, 1993.
- L. Erlbaum Associates, 1993.
- Locating Meaning Making in Organizational Learning: The Narrative Basis of Cognition.
- in Research in Organizational Change and Development Vol.7, eds. William Passmore and Richard Woodman. Greenwich, CT: JAI Press, pp. 77-103, 1993.
- by Tenkasi, Ramkrishnan V. and Richard J. Boland, Jr.
- by Tenkasi, Ramkrishnan V. and Richard J. Boland, Jr.
- Narratives at work: Story telling as Cooperative Diagnostic Activity
- Orr, J.
- Field Service Manager, June, 1987 p 47-60.
- Field Service Manager, June, 1987 p 47-60.
- Notes on "Going Virtual"
- by John Sharp
- While "Going Virtual" is focused on virtual teams, many of the concepts are also relevant to CoPs.
- Virtual operations are defined as "the integration of work processes with a ubiquitous electronic information infrastructure that enables the optimum teaming of world class competencies to create value."
- While "Going Virtual" is focused on virtual teams, many of the concepts are also relevant to CoPs.
- Occupational Communities: Culture and Control in
Organizations
- van Maanen, J. & Barley, S.
- In B. Straw and L. Cummings (eds), Research in Organizational Behaviour.
- London: JAI Press, 1984.
- In B. Straw and L. Cummings (eds), Research in Organizational Behaviour.
- Organizational Learning and Communities of Practice: Toward a Unified View of Working, Learning, and Innovation
- * Seely Brown, J. & Duguid, P.
- In Organization Science, 1991, vol. 2, #1, pp 40-57.
- Recent ethnographic studies of workplace practices indicate that the ways people actually work usually differ fundamentally from the ways organizations describe that work in manuals, training programs, organizational charts, and job descriptions. Organizations tend to rely on the latter in their attempts to understand and improve work practice.
- We relate the conclusions of one study of work practices to compatible investigations of learning and innovation to argue that conventional descriptions of jobs mask not only the ways people work, but also the learning and innovation generated in the informal communities-of-practice in which they work. By reassessing the apparently conflicting triad of work, learning, and innovation in the context of actual communities and actual practices, we suggest that the synergistic connections between these three become apparent. With a unified view of working, learning, and innovating, it should be possible to reconceive of and redesign organizations to improve all three.
- In Organization Science, 1991, vol. 2, #1, pp 40-57.
- Sharing knowledge, celebrating identity: War stories and Community Memory in a
Service Culture
- Orr, J.
- In D. S. Middleton and D. Edwards, eds., Collective Remembering: Memory in Society.
- Beverly Hills: CA: Sage Publications, 1990.
- In D. S. Middleton and D. Edwards, eds., Collective Remembering: Memory in Society.
- Toward a Social Understanding of How People Learn in Organizations: The Notion Of Situated Curriculum
- Gherardi, S., Nicolini, D., Odella, F.
- in Journal of Management Learning, Special Issue on Organisational Learning, No.3, 1998, pp. 273-297.
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