A revolution in the sharing of knowledge…

Transforming e-Knowledge  
TABLE OF CONTENTS     Infrastructures, Processes, Capabilities, and Cultures
© SCUP 2003
   
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Processes, Communities of Practice, and Culture (continued)

   

Chapter 5

Infrastructures, Processes, Capabilities, and Cultures

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Communities of Practice and Other Organizational Structures

         
Organizational Structures Purpose/Membership   Characteristics
         
Communities of Practice  

Create, expand, and exchange knowledge and develop individual capabilities/Self-selection based on expertise or passion for a topic

  Fuzzy boundaries
Held together by passion, commitment and informal teaming through identification with community
Formal Departments  

Deliver a product or service/Everyone who reports to group manager

  Clear boundaries
Held together by job requirements and common goals
Operational Teams  

Take care of an ongoing operation or process/Membership assigned by management

  Clear boundaries
Held together by shared responsibility for the operation
Project Teams  

Accomplish a specified task/People who have a direct role in accomplishing the task

  Clear boundaries
Held together by project goals and milestones
Communities
of Interest
 

Be Informed/Whomever is interested

  Fuzzy boundaries
Held together by access to information and sense of like-mindedness
Informal Networks  

Receive and pass on information, know who is who/ Friends and business acquaintances

  Undefined boundaries
Held together by mutual need and relationships “Know-Who” is intellectual capital
         
Adapted from: Etienne Wenger, Richard McDermott, and William M. Snyder, Cultivating Communities of Practice, 2002.
         

 

 

         

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