The driven nature of today is to understand the context: 'Communities of Practice' (CoP). CoP to me means how people share their expertise knowledge within the work place (a social place) – outside the organisation which is then converted in practice (practical on hands: by doing the task) to build competitive advantage.
2. Community in Practice
There are vast literatures outlining CoP. This has been narrowed down, Hildreth and Kimble (2000) who cites in their paper “the exploring and associating” in contrast to Lave and Wenger (1991) who distinguished it as “a set of relations”. However in Wenger (1998), specified this as “learning concern to share”. Conversely, Brown and Duguid (1991) focal point is “participation”. These all appear to aim towards the same aspiration but expressed different, which we discover in the next section.
Virgin (2008) primarily focuses on being one of the “world's most recognised and leading brand”. They appear to have a desire to challenge and transform different industry norms to deliver better value to customers by offering a distinctive approach. The context is to understand how Virgin operates to have such a diverse range of knowledge and how Richard Branson managed to make the organisation successful.
Research found that Branson concept of "I love new project's, I love new ideas" and "they can just go ahead and do it" fostered and offered the opportunity for employees to experiment (Manfred, 1997). Also, Clarke (2008) a business journalist wrote Virgin gathered “experience and skill” from across the team. The culture is very inspirational, lively and full of spirit, it is seen there is organisational learning by action as articulated by Argyris (1999).
Hedlund (1994) model: The N-Form Organisation contained 3 dimensions which Virgin appears to go beyond: Branson perceived the importance of lower level employees. Both these I see people experimenting and incubating their talented ideas in a workplace helping to improve create knowledge internally where the transformation of sharing and innovation of their knowledge is acknowledged.
After studying the above, it has expanded my thinking on large scale about the value creation and how this is likely to affect the impact in different organisations. Wenger (1998) created 3 fundamental characteristics: domain, community and practice, each is related to current experience: healthcare organisation – In pharmacy, here we all share the same domain of interest – that is ‘medications’. To formulate the community, we have what is called ‘drug lunches’ where all pharmacy staff engage and discuss together during the one hour lunch break about ‘medications’.
Upon attending these, the discussion’s is documented (this is what is known as explicit knowledge) which is stored on a shared drive, because this information can be retrieved if required at a later date. From this gathering, I have learnt many new things such as observing a how presentation is given within a small space of time especially during the working hours and members interact, bond and learn together. Members such as pharmacist’s and pharmacy technicians are practitioners they reveal to address a problem. In the course of these discussions – a tale is developed which we all share for practice.
Reflecting on this pharmacy community, there is the element of common knowledge existing as expressed by Kogut and Zander (1992), the concentration allays in a specialised nature.
All of these ideas with the theory show CoP can delve in different ways. Therefore due to my position, I will have to disagree with Allee (1999) idea of “they are doing something new, but are really coming from an old mindset”. This is because how can Allee clarify that one comes from an old mindset if the next generation have not foreseen the previous in practice.
We begin by looking at on a bigger scale for CoP – take for instance an accident scene. Depending on the matter, it could involve police, ambulance, and fire brigade. Each have their own speciality knowledge, all three teams participate to practice and resolve a puzzle. Here, Lave and Wenger (1991) termed it as “developed share values and attitudes”. Lesser and Storck (2001) also falls into this section because of the value that is created.
3. Social / Business Networking
Social network to me means when one or a group in some form do a gathering for interactivity or discussion for an interest (See Anklam (2003) for more indepth meaning of social network (SN)).
Business network is how one organisation is linked to another business, for example Haart Estate agents – the business features in properties and conveyance. Estates agent will have business network links such as landlords, solicitors for advice, banks for the financial side, construction, surveys, the government for regulations and legislations. This is like a chain link of knowledge. [This is personal basis hence why no references]
My position on social networking is that people are linked together regardless of where they are. For example, employee-A work's for Orange but knows employee-B who works at o2 – they are linked together through a social content such as Facebook, LinkedIn.com, BeBo, MySpace and Hi5. But should this work for an organisation?
According to Professional Manager (2009), it has been said that there is a “less keen on social network in organisations”. From this, it draws upon two sided angle views; firstly I think by having social network this will help to build a network of knowledge. But on another scale, this could possible take away the competitiveness in terms of the individual.
Orange for example allows employees to SN online whereas in my current work, browsing on ‘Facebook’ has been banned. Therefore my position of this is that the value network is lost.
Take for example Orange, where did they get the idea of a developing a new: “mobile social net service?” (Kiss, 2008). Prior to article2, it is clear to me they must of utilised data (i.e. usages) and information to develop knowledge to create this service. This then offers the organisation to gain footstep ahead in the market over their competitor’s o2, Vodafone and T-mobile.
Research showed a trend in organisations launching internal social networking site. Nissan for example launched N-Square which connects 180,000 employees globally (Internal Comms, 2007). This set’s a good paradigm to avoid duplication because it joins the global community together and data files can be shared. The impact of this will make employees feel more connected but for the organisation itself, considerable amount of time and expenditure will be saved such as travelling cost’s i.e. London to New York. This will be highly beneficial especially for those profit making organisations.
4. Close of Thought
As a community, there are many ways to learn to make the workforce highly intelligent and solid infrastructure. In learning from the drug meetings, this involves many thinking brains as touched upon by Harari (1994). It can be informal as expressed. Initially my position on CoP was external to the organisation, but this is now not the case it can be done internally as well whether formal or informal.
My position has changed because of what my initial concept was before the reading. The literature associates very closely to practice-based and people emerge together - connected and necessary for work activities.
Virtual Bubbles will require CoP, social network and business. The reason for this is because the organisation can practice which enhances their learning, the social network will help to understand different stories through everyday life to develop and innovate Virtual Bubbles.
Business network is a must because this gives the organisation a form of link for partnerships such as with schools, education, IT software, manufacturers -as they will know more on parts and tfl – because they know more on travel issues and short cuts. Virtual Bubbles looks to excel without the bubble bursting, reason for this is because any firms out there use IT in some form to perform their task.
Also what would help the organisation is by attending training venues or short courses which trainers/trainee will have to document; this will also help develop knowledge continuously rather than fixed with existing software programs – that will eventually expire from the market (i.e. version’s). As the type of culture Virtual Bubbles has - young and lively, there is a need to have tight control but combining informal and formal approach.
5. Summary
Community of Practice can take place in many forms, but it is seen that ‘networking’ offers powerful insight which stimulates the freedom for innovation and creativity through links. Social Networking can be good or bad but it helps to reveal those unique individual’s with hidden quality talents. These talents can be used to help promote in the interest of the organisation.
As seen, an individual can not become dynamically developed without social interactions unless they are superficial.
After studying the above, it has expanded my thinking on large scale about the value creation and how this is likely to affect the impact in different organisations. Wenger (1998) created 3 fundamental characteristics: domain, community and practice, each is related to current experience: healthcare organisation – In pharmacy, here we all share the same domain of interest – that is ‘medications’. To formulate the community, we have what is called ‘drug lunches’ where all pharmacy staff engage and discuss together during the one hour lunch break about ‘medications’.
Upon attending these, the discussion’s is documented (this is what is known as explicit knowledge) which is stored on a shared drive, because this information can be retrieved if required at a later date. From this gathering, I have learnt many new things such as observing a how presentation is given within a small space of time especially during the working hours and members interact, bond and learn together. Members such as pharmacist’s and pharmacy technicians are practitioners they reveal to address a problem. In the course of these discussions – a tale is developed which we all share for practice.
Reflecting on this pharmacy community, there is the element of common knowledge existing as expressed by Kogut and Zander (1992), the concentration allays in a specialised nature.
All of these ideas with the theory show CoP can delve in different ways. Therefore due to my position, I will have to disagree with Allee (1999) idea of “they are doing something new, but are really coming from an old mindset”. This is because how can Allee clarify that one comes from an old mindset if the next generation have not foreseen the previous in practice.
We begin by looking at on a bigger scale for CoP – take for instance an accident scene. Depending on the matter, it could involve police, ambulance, and fire brigade. Each have their own speciality knowledge, all three teams participate to practice and resolve a puzzle. Here, Lave and Wenger (1991) termed it as “developed share values and attitudes”. Lesser and Storck (2001) also falls into this section because of the value that is created.
3. Social / Business Networking
Social network to me means when one or a group in some form do a gathering for interactivity or discussion for an interest (See Anklam (2003) for more indepth meaning of social network (SN)).
Business network is how one organisation is linked to another business, for example Haart Estate agents – the business features in properties and conveyance. Estates agent will have business network links such as landlords, solicitors for advice, banks for the financial side, construction, surveys, the government for regulations and legislations. This is like a chain link of knowledge. [This is personal basis hence why no references]
My position on social networking is that people are linked together regardless of where they are. For example, employee-A work's for Orange but knows employee-B who works at o2 – they are linked together through a social content such as Facebook, LinkedIn.com, BeBo, MySpace and Hi5. But should this work for an organisation?
According to Professional Manager (2009), it has been said that there is a “less keen on social network in organisations”. From this, it draws upon two sided angle views; firstly I think by having social network this will help to build a network of knowledge. But on another scale, this could possible take away the competitiveness in terms of the individual.
Orange for example allows employees to SN online whereas in my current work, browsing on ‘Facebook’ has been banned. Therefore my position of this is that the value network is lost.
Take for example Orange, where did they get the idea of a developing a new: “mobile social net service?” (Kiss, 2008). Prior to article2, it is clear to me they must of utilised data (i.e. usages) and information to develop knowledge to create this service. This then offers the organisation to gain footstep ahead in the market over their competitor’s o2, Vodafone and T-mobile.
Research showed a trend in organisations launching internal social networking site. Nissan for example launched N-Square which connects 180,000 employees globally (Internal Comms, 2007). This set’s a good paradigm to avoid duplication because it joins the global community together and data files can be shared. The impact of this will make employees feel more connected but for the organisation itself, considerable amount of time and expenditure will be saved such as travelling cost’s i.e. London to New York. This will be highly beneficial especially for those profit making organisations.
4. Close of Thought
As a community, there are many ways to learn to make the workforce highly intelligent and solid infrastructure. In learning from the drug meetings, this involves many thinking brains as touched upon by Harari (1994). It can be informal as expressed. Initially my position on CoP was external to the organisation, but this is now not the case it can be done internally as well whether formal or informal.
My position has changed because of what my initial concept was before the reading. The literature associates very closely to practice-based and people emerge together - connected and necessary for work activities.
Virtual Bubbles will require CoP, social network and business. The reason for this is because the organisation can practice which enhances their learning, the social network will help to understand different stories through everyday life to develop and innovate Virtual Bubbles.
Business network is a must because this gives the organisation a form of link for partnerships such as with schools, education, IT software, manufacturers -as they will know more on parts and tfl – because they know more on travel issues and short cuts. Virtual Bubbles looks to excel without the bubble bursting, reason for this is because any firms out there use IT in some form to perform their task.
Also what would help the organisation is by attending training venues or short courses which trainers/trainee will have to document; this will also help develop knowledge continuously rather than fixed with existing software programs – that will eventually expire from the market (i.e. version’s). As the type of culture Virtual Bubbles has - young and lively, there is a need to have tight control but combining informal and formal approach.
5. Summary
Community of Practice can take place in many forms, but it is seen that ‘networking’ offers powerful insight which stimulates the freedom for innovation and creativity through links. Social Networking can be good or bad but it helps to reveal those unique individual’s with hidden quality talents. These talents can be used to help promote in the interest of the organisation.
As seen, an individual can not become dynamically developed without social interactions unless they are superficial.
6. References:
-Allee, V. (1999). The Art And Practice Of Being A Revolutionary. Journal Of Knowledge Management, Vol.3, No. 2, pp.121-132.
-Anklam, P. (2003). KM and the Social Network. [Online]. Available: http://www.kmmagazine.com/xq/asp/sid.45D056BE-8625-11D7-9D4D-00508B44AB3A/articleid.F79B4E31-7854-4B6A-9202-164FB18672D3/qx/display.htm [2009, 23/01/2009].
-Argyris, C. (1999). On Organisational Learning. 2nd Edition. Wiley Blackwell.
-Clarke, E. (2008). Virgin's Vision. [Online]. Available: http://www.supplymanagement.com/EDIT/CURRENT_ISSUE_pages/CI_features_item.asp?id=17448 [2009, 23/01/2009].
-Brown, J. & Duguid, P. (1991). Organization Learning And Communities Of Practice: Towards A Unified View Of Working, Learning and Innovation. Organization Science, Vol.2, No.1, pp.40 - 57.
-Brown, J. & Duguid, P. (1998). Organizing Knowledge. [Online]. Available: http://www.solonline.org/attachmentview!/490278/8814185/p28.pdf [2009, 06/02/2009].
-Harrari, O. (1994). The Brain-Based Organisation, Management Review, Vol. 83, No.6, pp.57-60.
-Hedlund, G. (1994). A Model of Knowledge Management And The N-Form Corporation. Strategic Management Journal. Vol.25. pp.73-90.
-Hildreth, P. & Kimble, C. (2000). Communities Of Practice In The Distributed International Environment. Journal Of Knowledge Management, Vol.4, No.1, pp. 27 – 38.
-Internal Comms. (2007). Nissan Launches “N-Square” Internal Social Networking Site. [Online]. Available: http://www.internalcommshub.com/open/news/nissan.shtml [2009, 31/01/2009].
-Kiss, J. (2008). Orange To Open Up Mobile Social Net Service. [Online]. Available: http://www.guardian.co.uk/media/2008/jul/09/web20.digitalmedia1 [2009, 30/01/2009].
-Lave, J. & Wenger, E. (1991). Situated Learning. Legitimate Peripheral Participation. Cambridge University Press, Cambridge.
-Lesser, E. L. & Storck, J. (2001). Communities Of Practice And Organizational Performance. IBM Systems Journal, Vol.40, No.4, pp.831 – 841.
-Kogut, B. & Zander, U. (1992). Knowledge Of The Firm, Combinative Capabilities And The Replication Of Technology. Organisation Science, Vol.3, No.3, pp.383-97.
-Manfred, F.R. (1997). Creative Leadership: Jazzing up Business. [Online]. Available: http://www.chiefexecutive.net/ME2/Audiences/dirmod.asp?sid=&nm=&type=Publishing&mod=Publications%3A%3AArticle&mid=8F3A7027421841978F18BE895F87F791&tier=4&id=E3014C6442C845A8B
86E3FA952E9EB42&AudID=%2AHomepage [2009, 23/01/2009].
-Image: Knitwareblog.com, (2009).Orange Social Networking. [Online] Available: http://www.knitwareblog.com/wp-content/uploads/2008/07/orange-sn.jpg [2009, 06/02/2009].
-Professional Manager. (2009). Qualified Managers Get Bigger Slice Of Earnings ‘Pie’. Chartered Management Institute,Vol.19, No.1, pp44.
-Virgin, (2008). About us. [Online]. Available: http://www.virgin.com/AboutVirgin/WhatWeAreAbout/WhatWeAreAbout.aspx [2009, 23/01/2009].
-Virgin, (2008). Products. [Online]. Available: http://www.virgin.com/Products.aspx [2009, 23/01/2009].
-Wenger, E. (1998). Communities of Practice: Learning, Meaning & Identity - Chapter1. Cambridge University Press, USA.
Further Reading:
-Ahsan, S. & Shah, A. (n/a) Data, Information, Knowledge, Wisdom: A Doubly Linked Chain? [Online]. Available: http://ww1.ucmss.com/books/LFS/CSREA2006/IKE4628.pdf [2009, 29/01/2009].
-Bradwell, R. & Reeves, R. (2008). Network Citizens : Power and Responsibility – Chapter1. [Online]. Available: http://www.demos.co.uk/files/Network%20citizens%20-%20web.pdf [2009, 31/01/2009].
-Chau, S. (2008). Relational Onboarding: How Social Networking Accelerates New Hires into Star Performers. [Online]. Available: http://www.theorangechair.com/blog/2008/02/03/relational-onboarding-how-social-networking-accelerates-new-hires-into-star-performers/comment-page-1/#comment-6065 [2009, 30/01/2009].
-Hall, K. (2007). Why Is Nissan Mimicking MySpace?. [Online]. Available: http://www.businessweek.com/globalbiz/content/oct2007/gb20071030_537362.htm?chan=top+news_top+news+index_global+business [2009, 30/01/2009].
-Osborne, B. (2008). Employers Should Embrace Social Websites According to Report. [Online]. Available: http://www.geek.com/articles/news/employers-should-embrace-social-websites-according-to-report-fri-20081031/ [2009, 30/01/2009].
-Ria. (2008). The Unstoppable Force of Social Networking. [Online]. Available: http://thefeed.orange.co.uk/2008/10/18/theunstoppable-force-of-social-networking/ [2009, 31/01/2009].
-Smith, D. (2008). Social Networking is Good for Organisations. [Online]. Available: http://www.internalcommshub.com/open/news/networkingdemos.shtml [2009, 30/01/2009]. Trondsen, E. (1998). Learning on Demand. Journal Of Knowledge Management, Vol.1, No.3, pp.169 -180.
-Wenger, E. (n/a). Communities of Practice. [Online]. Available: http://www.ewenger.com/theory/index.htm, [2009, 30/01/2009].
-Allee, V. (1999). The Art And Practice Of Being A Revolutionary. Journal Of Knowledge Management, Vol.3, No. 2, pp.121-132.
-Anklam, P. (2003). KM and the Social Network. [Online]. Available: http://www.kmmagazine.com/xq/asp/sid.45D056BE-8625-11D7-9D4D-00508B44AB3A/articleid.F79B4E31-7854-4B6A-9202-164FB18672D3/qx/display.htm [2009, 23/01/2009].
-Argyris, C. (1999). On Organisational Learning. 2nd Edition. Wiley Blackwell.
-Clarke, E. (2008). Virgin's Vision. [Online]. Available: http://www.supplymanagement.com/EDIT/CURRENT_ISSUE_pages/CI_features_item.asp?id=17448 [2009, 23/01/2009].
-Brown, J. & Duguid, P. (1991). Organization Learning And Communities Of Practice: Towards A Unified View Of Working, Learning and Innovation. Organization Science, Vol.2, No.1, pp.40 - 57.
-Brown, J. & Duguid, P. (1998). Organizing Knowledge. [Online]. Available: http://www.solonline.org/attachmentview!/490278/8814185/p28.pdf [2009, 06/02/2009].
-Harrari, O. (1994). The Brain-Based Organisation, Management Review, Vol. 83, No.6, pp.57-60.
-Hedlund, G. (1994). A Model of Knowledge Management And The N-Form Corporation. Strategic Management Journal. Vol.25. pp.73-90.
-Hildreth, P. & Kimble, C. (2000). Communities Of Practice In The Distributed International Environment. Journal Of Knowledge Management, Vol.4, No.1, pp. 27 – 38.
-Internal Comms. (2007). Nissan Launches “N-Square” Internal Social Networking Site. [Online]. Available: http://www.internalcommshub.com/open/news/nissan.shtml [2009, 31/01/2009].
-Kiss, J. (2008). Orange To Open Up Mobile Social Net Service. [Online]. Available: http://www.guardian.co.uk/media/2008/jul/09/web20.digitalmedia1 [2009, 30/01/2009].
-Lave, J. & Wenger, E. (1991). Situated Learning. Legitimate Peripheral Participation. Cambridge University Press, Cambridge.
-Lesser, E. L. & Storck, J. (2001). Communities Of Practice And Organizational Performance. IBM Systems Journal, Vol.40, No.4, pp.831 – 841.
-Kogut, B. & Zander, U. (1992). Knowledge Of The Firm, Combinative Capabilities And The Replication Of Technology. Organisation Science, Vol.3, No.3, pp.383-97.
-Manfred, F.R. (1997). Creative Leadership: Jazzing up Business. [Online]. Available: http://www.chiefexecutive.net/ME2/Audiences/dirmod.asp?sid=&nm=&type=Publishing&mod=Publications%3A%3AArticle&mid=8F3A7027421841978F18BE895F87F791&tier=4&id=E3014C6442C845A8B
86E3FA952E9EB42&AudID=%2AHomepage [2009, 23/01/2009].
-Image: Knitwareblog.com, (2009).Orange Social Networking. [Online] Available: http://www.knitwareblog.com/wp-content/uploads/2008/07/orange-sn.jpg [2009, 06/02/2009].
-Professional Manager. (2009). Qualified Managers Get Bigger Slice Of Earnings ‘Pie’. Chartered Management Institute,Vol.19, No.1, pp44.
-Virgin, (2008). About us. [Online]. Available: http://www.virgin.com/AboutVirgin/WhatWeAreAbout/WhatWeAreAbout.aspx [2009, 23/01/2009].
-Virgin, (2008). Products. [Online]. Available: http://www.virgin.com/Products.aspx [2009, 23/01/2009].
-Wenger, E. (1998). Communities of Practice: Learning, Meaning & Identity - Chapter1. Cambridge University Press, USA.
Further Reading:
-Ahsan, S. & Shah, A. (n/a) Data, Information, Knowledge, Wisdom: A Doubly Linked Chain? [Online]. Available: http://ww1.ucmss.com/books/LFS/CSREA2006/IKE4628.pdf [2009, 29/01/2009].
-Bradwell, R. & Reeves, R. (2008). Network Citizens : Power and Responsibility – Chapter1. [Online]. Available: http://www.demos.co.uk/files/Network%20citizens%20-%20web.pdf [2009, 31/01/2009].
-Chau, S. (2008). Relational Onboarding: How Social Networking Accelerates New Hires into Star Performers. [Online]. Available: http://www.theorangechair.com/blog/2008/02/03/relational-onboarding-how-social-networking-accelerates-new-hires-into-star-performers/comment-page-1/#comment-6065 [2009, 30/01/2009].
-Hall, K. (2007). Why Is Nissan Mimicking MySpace?. [Online]. Available: http://www.businessweek.com/globalbiz/content/oct2007/gb20071030_537362.htm?chan=top+news_top+news+index_global+business [2009, 30/01/2009].
-Osborne, B. (2008). Employers Should Embrace Social Websites According to Report. [Online]. Available: http://www.geek.com/articles/news/employers-should-embrace-social-websites-according-to-report-fri-20081031/ [2009, 30/01/2009].
-Ria. (2008). The Unstoppable Force of Social Networking. [Online]. Available: http://thefeed.orange.co.uk/2008/10/18/theunstoppable-force-of-social-networking/ [2009, 31/01/2009].
-Smith, D. (2008). Social Networking is Good for Organisations. [Online]. Available: http://www.internalcommshub.com/open/news/networkingdemos.shtml [2009, 30/01/2009]. Trondsen, E. (1998). Learning on Demand. Journal Of Knowledge Management, Vol.1, No.3, pp.169 -180.
-Wenger, E. (n/a). Communities of Practice. [Online]. Available: http://www.ewenger.com/theory/index.htm, [2009, 30/01/2009].
An organisation must understand how CoP will be implemented, for example: using IT or conventional (face-to-face). This could be achieved by Knowledge Management Strategies that of codification and personalization (work of Hansen).
ReplyDeleteBut what do you think about CoP, in the respect of size… for example: how many members should be within CoP session…?
I think it is important to know what types of CoP are needed for certain communities for example:
• Helping Communities
• Innovation Communities
• Best Practices Communities
• Knowledge Stewarding Communities
What you Think...?
I think innovation practices CoP has been my forte within software companies... for example: group of experts, which are specialising on the same work, to discuss ways to develop new ideas or themes, with the aid of using of Wikis or Blogs to share these ideas or theories with other experts.
You given me a good ideas of Social Networking… for example: people from other organisation can be connected… like 02 employee with Orange employee….
However you do not mention anything on Business Networking…?
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