Community of Practice Application in Knowledge Management

2015 ◽  
Vol 5 (1) ◽  
pp. 9-15
Author(s):  
Gail Dickinson ◽  
James A. Marken
Keyword(s):  
Knowledge Management ◽  
Community Of Practice

Facilitator Toolkit for Building and Sustaining Virtual Communities of Practice

2011 ◽  
pp. 202-215 ◽  
Author(s):  
Lisa Kimball ◽  
Amy Ladd
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Communities Of Practice ◽  
Community Of Practice ◽  
Virtual Communities ◽  
Collaborative Work ◽  
Work Training ◽  
Virtual Communities Of Practice ◽  
Over Time

The boundaries of a Community of Practice (CoP) have changed significantly because of changes in organizations and the nature of the work they do. Organizations have become more distributed across geography and across industries. Relationships between people inside an organization and those previously considered outside (customers, suppliers, managers of collaborating organizations, other stakeholders) are becoming more important. In addition, organizations have discovered the value of collaborative work due to the new emphasis on Knowledge Management—harvesting the learning and the experience of members of the organization so that it is available to the whole organization. This chapter offers a practical toolkit of best practices, tips and examples from the authors’ work training leaders to launch and sustain a virtual CoP, including tips for chartering the community, defining roles, and creating the culture that will sustain the community over time.

Knowledge management: modeling the knowledge diffusion in community of practice

Kybernetes ◽  
2007 ◽  
Vol 36 (5/6) ◽  
pp. 607-621 ◽  
Author(s):  
Nen‐Ting Huang ◽  
Chiu‐Chi Wei ◽  
Wei‐Kou Chang
Keyword(s):  
Knowledge Management ◽  
Community Of Practice ◽  
Knowledge Diffusion

Leveraging environmental scanning methods to identify knowledge management activities in transportation

2015 ◽  
Vol 19 (3) ◽  
pp. 579-592 ◽  
Author(s):  
Denise Bedford ◽  
Frances Harrison
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Community Of Practice ◽  
Action Plan ◽  
Support Network ◽  
Environmental Scanning ◽  
Economic Sectors ◽  
Content Type ◽  
Environmental Scan ◽  
Transportation Sector

Purpose – The purpose of this paper is to highlight the level of knowledge management (KM) activity underway in the transportation sector. The environmental scan highlighted common business drivers for KM across transportation agencies. Design/methodology/approach – The project team used outreach methods, environmental scanning techniques, targeted interviews constructed around amplifying questions to identify stakeholders. A two-day workshop was sponsored, where stakeholders could discuss common business interests and exchange KM practices. Findings – The environmental scan methodology was successful and will be carried over to two other economic sectors in the coming year. The identification and elaboration of business drivers through the amplification process was a valuable contribution. Sharing of KM practices was highly effective because the participants were working from a common set of business drivers. Research limitations/implications – This activity has implications for other sectors. Well-designed environmental scans of KM programs and initiatives can identify stakeholders for intra-sector communities of practice. These communities of practice provide a support network for knowledge professionals working within organizations, provide the input for intra-sector KM research agendas, and a collaborative action plan for moving that agenda forward. Practical implications – The workshop participants identified six action items to advance the practice of KM within their institutions. Social implications – The environmental scan and the workshop resulted in the creation of a community of practice of knowledge professionals for the transportation sector. The community of practice will work to advance KM within the transportation sector. Originality/value – The authors believe the scan approach provides a new and valuable approach to encouraging the practice of KM in the field of transportation. The authors also suggest that this approach may be used effectively in other sectors to promote the discipline.

eLearning within the Community of Practice for sustainable development

2018 ◽  
Vol 8 (3) ◽  
pp. 312-322 ◽  
Author(s):  
Ihor Katernyak ◽  
Viktoriya Loboda ◽  
Maryana Kulya
Keyword(s):  
Sustainable Development ◽  
Knowledge Management ◽  
Project Management ◽  
Learning Environment ◽  
Community Of Practice ◽  
Learning Strategies ◽  
Local Development ◽  
Management Tools ◽  
Content Type ◽  
Knowledge Management Tools

Purpose The purpose of this paper is to demonstrate how the use of two knowledge management tools – eLearning and Community of Practice (CoP) – promotes the culture of managing by projects in public organizations toward achieving Sustainable Development Goals. Design/methodology/approach The paper presents three learning strategies for organizing eLearning in CoP, tailored e-course curriculum in Project Management for Local Development within the “4A” model (attention, actualization, attraction, action), with focus on learners’ feelings and emotions used for designing the eLearning process. Findings Every fourth learner was in the state of flow during the e-course, 70 percent of learners felt the state of arousal at certain moment of learning, and about 65 percent felt in control of knowledge they could apply. Practical implications This study bridges the gap between theory and practice by demonstrating synergistic effect of two knowledge management tools (e-learning and CoP) and proves the selection of learning strategies. Social implications Every year, about 1,000 public sector representatives and community leaders join the virtual CoP to study expertise, improve own practice, find new ideas and promote the culture of managing by projects for sustainable development. Originality/value The presented case shows eLearning implementation in the context of CoP, e-course curriculum “Project Management for Local Development,” and learning strategies aimed at constructing knowledge in competitive learning environment, applying new knowledge in practice in experiential learning environment and supporting affective and social learners’ behavior. The presented mental states are used as criteria for monitoring the learners’ emotional involvement in the e-course in different roles.

scholarly journals Knowledge Management Tools for the ISDS Community of Practice

2016 ◽  
Vol 8 (1) ◽  
Author(s):  
Amy Ising ◽  
Wayne Loschen ◽  
Laura Streichert
Keyword(s):  
Knowledge Management ◽  
Community Engagement ◽  
Community Of Practice ◽  
Small Groups ◽  
Management System ◽  
Knowledge Management System ◽  
Shared Knowledge ◽  
Management Tools ◽  
Knowledge Management Tools ◽  
Improve Access

This roundtable will seek feedback from end-users on the components needed to improve access to the shared knowledge of the ISDS Community of Practice (CoP). Participants will be organized into small groups to brainstorm and document content that could be included in an ISDS knowledge management repository. The small groups will then present summaries to all participants at the end of the session. The larger group will discuss prioritization for the knowledge management system and next steps for community engagement in this endeavor after the conference.

scholarly journals Improving the Praxis of Conversation Club Leaders in a Community of Practice: A Case study in a Self-Access Centre

2019 ◽  
pp. 165-180
Author(s):  
Pamela Sigala Villa ◽  
Adelina Ruiz-Guerrero ◽  
Laura María Zurutuza Roaro
Keyword(s):  
Knowledge Management ◽  
Foreign Language ◽  
Community Of Practice ◽  
Language Proficiency ◽  
The Self ◽  
Effective Practices ◽  
Foreign Language Proficiency ◽  
Club Leader

The role that a conversation club plays in the improvement of foreign language proficiency of its users in a self-access centre varies according to the strategies a conversation club leader applies. This paper reports the changes made by conversation club leaders (CCLs), who formed a community of practice (CoP) under the methodology of Knowledge Management (KM) to become aware of the effective and non-effective practices they employed through recording themselves, sharing their experiences, listening to each other, and analyzing their performance. A total of six conversation club leaders participated in the case study that took place in 2016. The outcome was a series of strategies generated by the CCLs and shared with all new CCLs in the self-access centre.

scholarly journals Knowledge management mechanisms in e-learning environment: A conceptual model

2013 ◽  
pp. 468-491
Keyword(s):  
Knowledge Management ◽  
Learning Environment ◽  
Conceptual Framework ◽  
Community Of Practice ◽  
State Universities ◽  
Second Step ◽  
Management Mechanism ◽  
Virtual Universities ◽  
E Learning ◽  
Electronic Community

The purpose of this study is to design a conceptual framework for application of electronic mechanisms of knowledge management in e-learning environment. A three-step strategy has been adapted in this research. The first step deals with designing an initial framework for the research based on review and analysis of the related literature. The proposed conceptual framework has considered typology of knowledge including the knowledge “from”, “for” and “about” the learner to introduce electronic mechanisms of knowledge management. In the second step of research, validity of the suggested framework is evaluated by experts’ opinion. Totally, 37 knowledge management mechanisms were confirmed by the experts. Thereby, the most important electronic mechanisms for management of the three major types of learner knowledge were introduced as “electronic community of practice”, “learner complaining recording/satisfaction collecting system” and “web seminar”. Then, the extent of knowledge management mechanism utilization was explored in four Iranian virtual universities (two state universities and two non-governmental universities) using the conceptual framework of research.

scholarly journals Avoiding Epistemological Myopia

2011 ◽  
pp. 173-194 ◽  
Author(s):  
Robert M. Mason
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Cultural Diversity ◽  
Learning Community ◽  
Systems Theory ◽  
Community Of Practice ◽  
Learning Processes ◽  
Linguistic Relativity ◽  
System A ◽  
Underlying Theme

Organizational approaches to knowledge management are unlikely to lead to organizational wisdom unless the organization increases its awareness of factors that contribute to epistemological myopia—a nearsightedness that limits what and how the organization knows and how it learns. Contributors to this myopia include organizational learning pathologies, an unquestioning acceptance of fundamental concepts, such as time, and measuring success as the absence of failure. In many instances, the vocabulary, language, and business methods used by an organization, society, or culture reify these pathological factors and thereby further hamper the potential for learning. By raising our awareness of these contributors and the factors that support their reification and continued acceptance, we seek either to avoid these limitations or to develop corrective lenses that can extend the organization’s vision and enable it to resolve issues with greater clarity. The conceptual frameworks used in this chapter are drawn from four distinct areas of study: systems theory, organizational knowledge and learning, the organization as a learning community and community of practice, and linguistic relativity. The underlying theme is the organization as an inquiring system—a system that seeks to learn and become more knowledgeable. Because learning processes are culturally biased, and the bias is reinforced by a culture’s values, language, and vocabulary, the premise is that these biases and values constrain the organization’s epistemological methods and processes. The potential solutions to epistemological myopia include deliberate nurturing of cultural diversity, the institutionalization of Singerian approaches to inquiry, and the fostering of managed risk in experiments that do not guarantee success. While few organizations exhibit all of these desirable characteristics, there are some examples from the literature and practice that provide confidence that organizations can avoid epistemological myopia.

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