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Advisor(s)
Abstract(s)
With accelerated market volatility, faster response times and increased globalization, business
environments are going through a major transformation and firms have intensified their search for strategies
which can give them competitive advantage. This requires that companies continuously innovate, to think of new
ideas that can be transformed or implemented as products, processes or services, generating value for the firm.
Innovative solutions and processes are usually developed by a group of people, working together. A grouping of
people that share and create new knowledge can be considered as a Community of Practice (CoP). CoP’s are
places which provide a sound basis for organizational learning and encourage knowledge creation and
acquisition. Virtual Communities of Practice (VCoP's) can perform a central role in promoting communication and
collaboration between members who are dispersed in both time and space. Nevertheless, it is known that not all
CoP's and VCoP's share the same levels of performance or produce the same results. This means that there are
factors that enable or constrain the process of knowledge creation. With this in mind, we developed a case study
in order to identify both the motivations and the constraints that members of an organization experience when
taking part in the knowledge creating processes of VCoP's.
Results show that organizational culture and professional and personal development play an important role in
these processes. No interviewee referred to direct financial rewards as a motivation factor for participation in
VCoPs. Most identified the difficulty in aligning objectives established by the management with justification for the
time spent in the VCoP. The interviewees also said that technology is not a constraint.
Description
Keywords
Virtual communities of practice Communities of practice Knowledge creation Knowledge transfer Innovation
Citation
Publisher
Academic Conferences Ltd