- Most of the books have, by necessity, taken a rather theoretical approach. - Thus, a new member of the community moves from peripheral to full par- ticipation in the community. - This “shared repertoire” of resources represents the material traces of the community. - The quality of the story became the mark of an old timer and therefore the source of the legitimation in the community.. - ORGANISATION OF THE BOOK. - It focuses on the role of volunteers in the public sector through a case study of the Royal National Lifeboat Institution. - In addition, the chapter outlines some of the benefits to individuals and the Information Technology industry in general that have resulted from participation in the community. - insights for the future of the firm? Employee Retention 24%. - Additionally, more than 70% felt that collaboration had increased as a result of the community.. - Communications of the ACM . - We stress the importance of a holistic approach through the two main concepts of the Community of Practice (CoP): participation and reification. - One of the most dominant, however, is the IT, tool driven view. - The second phase of the research began with the secondment of the research team to the new RMs. - In terms of the RM CoP, there appear to be some adverse effects of RM. - Mind the gap: Diagnosing the relationship between the IT organisation and the rest of the business. - Knowledge management and the learning organisation—The IPD Report. - The shifting logic of the IS organisation:. - What is generally neglected in the majority of the CoP literature is the dynamics of inter-community knowledge sharing processes. - The subject of inter-community dynamics and knowledge sharing processes is much neglected by the majority of the CoP literature. - However, not all problems that firms encounter are of the same quality. - increase the overall clarity of the situation. - To explore this question the learning curve of the Pylon Section was examined. - In the case of the Pylon Section, the organizational change curtailed access to the rich media of informal and formal face-to-face meetings and the telephone. - Solving problems is considered one of the fundamental activities of firms.. - 12), learning is “the process that makes the creation and use of knowledge meaningful”. - Knowledge sharing and meaning making are two of the core activities of CoPs. - The content of the discourse must be taken into account. - be gathered about the nature of the discourse. - The members cluster around those members considered to be at the core of the CoP. - Most of the communication (72%) between the members of the CoP corresponds to Phase 1 (sharing or comparing information). - of the messages were coded as Phase 3. - In the case of the Dutch police validation, processes have to be followed carefully.. - In this situation, the lives of these people were in the hands of the volunteers. - This knowledge could be of great importance for the rest of the organization.. - Most managers in the RNLI are aware of the collective and social elements at the stations. - Good practices at one station can obviously be beneficial for the rest of the organization. - This has already led to changes in the design of the lifeboat. - Before venturing into this, however, a clarification of the term diversity is necessary. - It needs to be stressed that the competence regime does not necessarily equal the most experienced core members of the community. - Figure 2a: Learning in a CoP Competence Regime Pulling the Experience of the Individual. - Figure 2b: Innovation in a CoP Experience of the Individual Pulling the Competence Regime. - Furthermore, they argue that “the organization needs prior related Figure 3: Learning and Innovation in CoPs. - Active use of the language for the purpose of knowledge and story sharing. - Innoversity—The dynamic relationship between innova- tion and diversity. - Men and woman of the corporation. - The presentation of the study is structured as follows:. - As in the case of David, it is not necessary that members of the same organization share the same culture or practice. - Toward a knowledge-based theory of the firm. - CCoPs need not be the exploited tool of the provider organization;. - In a recent management planning session, the leadership of the. - Protocols and Working Practices of the CCoP. - Relying on relationships and socializing as a substitute for work of the community.. - Abandoning any participation in the governance of the CCoP and thus missing opportunities for aligning CCoPs for business value.. - The meeting started with a definition of the term CoP:. - This group of three CIOs would form the “core members” of the CoP. - Facilitating the actual meetings of the CoP. - As the CoP has grown, some of the characteristics of people who have (or will) become members have been identified. - That is the real gift of the CoP opportunity and what makes members feel so good. - Lane, D., and Members of the Silicon Valley CoP. - CoP members can only get long-term value out of the CoP if it is active and alive. - Some of the most significant results are mentioned specifically in the next paragraphs.. - The CoP carefully selects a portfolio of activities that fits the needs of the individual CoP. - Most CoPs at Siemens use personal meetings and the use of the IT platform to supplement each other. - The rhythm of the CoP is influenced strongly by its main purpose. - In addition, the local distribution has a significant influence on the rhythm of the CoP. - In most cases, the rhythm of the CoP is completely self-organized. - However, sometimes it is helpful if the moderator initiates a discussion about the rhythm of the CoP.. - The items for the agenda are suggested by the CoP members who are often actively involved in the planning of the agenda and provide input. - Interesting presenta- tions and contributions are key to the viability of the CoP. - The features of the platform provide the. - Viable CoPs pay special attention to the usefulness of the contributions on the platform. - The content structure grows organically and is adapted according to the needs of the CoP. - The second factor describes the coordination between smaller parts of the CoP (subgroups or individuals). - The content and extent of current activities are directed by the common focus of the CoP. - The current and future relevance of the focus of the CoP is key to its viability. - For that reason, the moderator initiates a discussion on the focus of the CoP.. - Viable CoPs receive the support of the management. - It is important to convince superiors of the benefit to the company as a whole. - The viability of the CoP is closely connected to the support of the individual members by their direct superior.. - Part of the internal environment is new potential CoP members. - Changes in the environment of the CoP can have a massive impact on its future development. - These can refer to the communication within the community (e.g., feedback rules) or can affect the behaviour of the community members. - How a CoP actually does it depends strongly on the individual needs of the CoP. - This decision should be driven by the knowledge sharing and overall business strategy of the organization. - In many of the organizations. - Providing project management expertise and tools to ensure a timely design and launch of the CoP. - 3) A coherent, comprehensive knowledge map for the core content of the CoP:. - Can all members of the CoP understand and identify the sources and recipients of knowledge within the community?. - 6) Communication and training plans for members and others outside of the CoP:. - developers and managers of the communities described in this chapter. - Members of the community are all civil servants in government agencies concerned with Information Technology. - Some members of the project teams will progress to be leaders in the communities and new people will join them. - The community has a national representative for each of the 25 countries. - Building an online community—The five P’s. - Both organizations could be considered early adopters of the CoP concept. - The global nature of some of the CoPs is problematic in itself. - Figure 1 identifies some of the key CoPs that have evolved from the CoP model established by the Ironmakers.. - The CoP statistics on “hits” show that 20% of the CoPs represent. - The impact on the BHPB CoP programme was one of the considerations in the process. - For the identified “CoPs at risk”, the CoP leader was interviewed to assess the potential impact of losing steel members from the CoP
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