Cultivating Communities of Practice: A Guide to Managing Knowledge
Harvard Business Press, Jan 8, 2002 - Business & Economics - 304 pages
Today's economy is fueled by knowledge. Every leader knows this to be true, yet few have systematic methods for converting organizational knowledge into economic value. This book argues that communities of practice--groups of individuals formed around common interests and expertise--provide the ideal vehicle for driving knowledge-management strategies and building lasting competitive advantage. Written by leading experts in the field, Cultivating Communities of Practice is the first book to outline models and methods for systematically developing these essential groups. Through compelling research and company examples, including DaimlerChrysler, McKinsey & Company, Shell, and the World Bank, authors Etienne Wenger, Richard McDermott, and William M. Snyder show how world-class organizations have leveraged communities of practice to drive strategy, generate new business opportunities, solve problems, transfer best practices, develop employees' professional skills, and recruit and retain top talent. Underscoring the new central role communities of practice are playing in today's knowledge economy, Cultivating Communities of Practice is the definitive guide to fostering, designing, and developing these powerful groups within and across organizations.
with Etienne as a speaker the planetsor at least the networkswere aligned
knowledge management had gone through a first wave of focus on technology
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activities apply approach areas become Boston boundaries build business units challenge chapter collective combine communities of practice community development community members community’s companies connect contributions coordinators core create culture define describe difficult discussions distributed documents domain effective effort elements engage engineers example executive experience expertise firm focus focused formal function global goals grow Harvard Business ideas identify important individual influence initiative innovation integrate interaction interest involves issues knowledge launch leaders leadership learning Management measurement meetings methods natural operating opportunities organization organizational participation performance perspectives potential practitioners Press problems professional projects relationships requires responsibility Review role Science sense share social specific stage stories strategy structures success topics trust typically understand University York