Community of practice: Difference between revisions
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This is a form of an expanded collaboration or cooperation in the [[enterprise]]. | This is a form of an expanded collaboration or cooperation in the [[enterprise]]. | ||
The idea of communities of practice is to strengthen contacts between the people pursuing the same or similar tasks in the [[organization]], so as to they can be exchanged [[knowledge]] and experience on methods for implementation and solutions to emerging problems, etc. | The idea of [[communities of practice]] is to strengthen contacts between the people pursuing the same or similar tasks in the [[organization]], so as to they can be exchanged [[knowledge]] and experience on methods for implementation and solutions to emerging problems, etc. | ||
In the area of [[knowledge management]] communities of practice role is to support the sharing of knowledge, knowledge creation and learning. The role of [[information]] systems in this case is only to ensure efficient [[communication]] between members of the community through different types of mailing lists or intranet Web pages. | In the area of [[knowledge management]] communities of practice role is to support the sharing of knowledge, knowledge creation and learning. The role of [[information]] systems in this case is only to ensure efficient [[communication]] between members of the community through different types of mailing lists or intranet Web pages. | ||
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* Knowledge sharing: CoPs provide a platform for members to share their knowledge and experiences, which can lead to the creation of new knowledge and the improvement of existing knowledge. | * Knowledge sharing: CoPs provide a platform for members to share their knowledge and experiences, which can lead to the creation of new knowledge and the improvement of existing knowledge. | ||
* Professional development: CoPs provide opportunities for members to learn from each other, which can lead to the development of new skills and the improvement of existing skills. | * Professional development: CoPs provide opportunities for members to learn from each other, which can lead to the development of new skills and the improvement of existing skills. | ||
* [[Innovation]]: CoPs can lead to the generation of new ideas and solutions to problems through the collective knowledge and experiences of its members. | * [[Innovation]]: CoPs can lead to the generation of new ideas and [[solutions to problems]] through the collective knowledge and experiences of its members. | ||
* Networking: CoPs provide opportunities for members to build relationships and connections with other individuals in their field, which can lead to new opportunities and collaborations. | * Networking: CoPs provide opportunities for members to build relationships and connections with other individuals in their field, which can lead to new opportunities and collaborations. | ||
* Improved performance: The knowledge and skills gained through participation in a CoP can lead to improved performance for individuals and the organization as a whole. | * Improved performance: The [[knowledge and skills]] gained through participation in a CoP can lead to improved performance for individuals and the organization as a whole. | ||
* Better problem solving: CoPs enable members to share their problems, and together find solutions, which can be more effective than individual problem solving. | * Better problem solving: CoPs enable members to share their problems, and together find solutions, which can be more effective than individual problem solving. | ||
* Sense of belonging: CoPs provide a sense of belonging to a community of people with similar interests and goals, which can increase [[motivation]] and engagement. | * [[Sense of belonging]]: CoPs provide a sense of belonging to a community of people with similar interests and goals, which can increase [[motivation]] and engagement. | ||
{{infobox5|list1={{i5link|a=[[Communities of practice]]}} — {{i5link|a=[[Knowledge management]]}} — {{i5link|a=[[Management by participation]]}} — {{i5link|a=[[Sources of innovation]]}} — {{i5link|a=[[Virtual team]]}} — {{i5link|a=[[Transfer of knowledge]]}} — {{i5link|a=[[Personal knowledge]]}} — {{i5link|a=[[Process of learning]]}} — {{i5link|a=[[Management of knowledge]]}} }} | |||
==References== | ==References== | ||
* Duguid, P. (2005). ''[http://people.ischool.berkeley.edu/~duguid/articles/Art_of_knowing.pdf | * Duguid, P. (2005). ''[http://people.ischool.berkeley.edu/~duguid/articles/Art_of_knowing.pdf "The art of knowing": Social and tacit dimensions of knowledge and the limits of the community of practice]''. The information society, 21(2), 109-118. | ||
* Jones, G. R., & George, J. M. (1998). ''[https://www.teletrust.de/fileadmin/_migrated/content_uploads/Jones__George_1998_Experience_and_Evolution_of_Trust_-_Teamwork_implications.pdf The experience and evolution of trust: Implications for cooperation and teamwork]''. Academy of [[management]] review, 23(3), 531-546. | * Jones, G. R., & George, J. M. (1998). ''[https://www.teletrust.de/fileadmin/_migrated/content_uploads/Jones__George_1998_Experience_and_Evolution_of_Trust_-_Teamwork_implications.pdf The experience and evolution of trust: Implications for cooperation and teamwork]''. Academy of [[management]] review, 23(3), 531-546. | ||
* Wenger, E. (2011). ''[https://scholarsbank.uoregon.edu/xmlui/bitstream/handle/1794/11736/a%20brief%20introduction%20to%20cop.pdf?sequence=1 Communities of practice: A brief introduction]''. | * Wenger, E. (2011). ''[https://scholarsbank.uoregon.edu/xmlui/bitstream/handle/1794/11736/a%20brief%20introduction%20to%20cop.pdf?sequence=1 Communities of practice: A brief introduction]''. | ||
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{{aa|Krzysztof Wozniak}} | {{aa|Krzysztof Wozniak}} | ||
[[Category:Group work]] | [[Category:Group work]] | ||
[[Category:Knowledge management]] | [[Category:Knowledge management]] | ||
[[pl:Społeczność praktyków]] | [[pl:Społeczność praktyków]] | ||
Latest revision as of 18:32, 17 November 2023
This is a form of an expanded collaboration or cooperation in the enterprise.
The idea of communities of practice is to strengthen contacts between the people pursuing the same or similar tasks in the organization, so as to they can be exchanged knowledge and experience on methods for implementation and solutions to emerging problems, etc.
In the area of knowledge management communities of practice role is to support the sharing of knowledge, knowledge creation and learning. The role of information systems in this case is only to ensure efficient communication between members of the community through different types of mailing lists or intranet Web pages.
Benefits of communities of practice
There are several benefits of communities of practice (CoPs), including:
- Knowledge sharing: CoPs provide a platform for members to share their knowledge and experiences, which can lead to the creation of new knowledge and the improvement of existing knowledge.
- Professional development: CoPs provide opportunities for members to learn from each other, which can lead to the development of new skills and the improvement of existing skills.
- Innovation: CoPs can lead to the generation of new ideas and solutions to problems through the collective knowledge and experiences of its members.
- Networking: CoPs provide opportunities for members to build relationships and connections with other individuals in their field, which can lead to new opportunities and collaborations.
- Improved performance: The knowledge and skills gained through participation in a CoP can lead to improved performance for individuals and the organization as a whole.
- Better problem solving: CoPs enable members to share their problems, and together find solutions, which can be more effective than individual problem solving.
- Sense of belonging: CoPs provide a sense of belonging to a community of people with similar interests and goals, which can increase motivation and engagement.
| Community of practice — recommended articles |
| Communities of practice — Knowledge management — Management by participation — Sources of innovation — Virtual team — Transfer of knowledge — Personal knowledge — Process of learning — Management of knowledge |
References
- Duguid, P. (2005). "The art of knowing": Social and tacit dimensions of knowledge and the limits of the community of practice. The information society, 21(2), 109-118.
- Jones, G. R., & George, J. M. (1998). The experience and evolution of trust: Implications for cooperation and teamwork. Academy of management review, 23(3), 531-546.
- Wenger, E. (2011). Communities of practice: A brief introduction.
- Wozniak K., Management information system as an instrument of strategic management in the company, PhD Thesis, Cracow University of Economics, Cracow 2005
Author: Krzysztof Wozniak
