Investigating virtual communities of practice with social network analysis: guidelines from a systematic review of research

2019 ◽  
Vol 15 (1) ◽  
pp. 25 ◽  
Author(s):  
Shazia K. Jan
ReCALL ◽  
2020 ◽  
Vol 32 (3) ◽  
pp. 291-306
Author(s):  
Ward Peeters ◽  
Marilize Pretorius

AbstractCreating collaborative working and learning experiences has long been at the forefront of computer-assisted language learning research. It is in this context that, in recent years, the integration of social networking sites and Web 2.0 in learning settings has surged, generating new opportunities to establish and explore virtual communities of practice (VCoPs). However, despite the number of studies on the concept, research remains inconclusive on how learners develop a sense of community in a VCoP, and what effect this may have on interaction and learning. This research project proposes to use social network analysis, part of graph theory, to explore the configuration of a set of VCoPs, and presents an empirical approach to determine how interaction in such communities takes shape. The present paper studies the concept of “community” in two VCoPs on Facebook. Participants (Group 1: N = 123, Group 2: N = 34) in both VCoPs are enrolled in English as a foreign language courses at two Belgian institutions of higher education. Social network analysis is used to show how both learner groups establish and develop a network of peers, and how different participants in those groups adopt different roles. Participation matrices reveal that interaction mainly revolves around a number of active key figures and that certain factors such as the incorporation of online and offline assignments and the inclusion of a teacher online result in varying levels of success when establishing collaborative dialogue within the VCoPs. Recommendations are formulated to inform and improve future practice.


2017 ◽  
Vol 13 (2) ◽  
pp. 1-17 ◽  
Author(s):  
Ronel Davel ◽  
Adeline S. A. Du Toit ◽  
Martie M Mearns

Social network analysis (SNA) is being increasingly deployed as an instrument to plot knowledge and expertise as well as to confirm the character of connections in informal networks within organisations. This study investigated how the integration of networking into KM can produce significant advantages for organisations. The aim of the research was to examine how the interactions between SNA, Communities of Practice (CoPs) and knowledge maps could potentially influence knowledge networks. The researchers endeavour to illustrate via this question that cultivating synergies between SNA, CoPs and knowledge maps will enable organisations to produce stronger knowledge networks and ultimately increase their social capital. This article intends to present a process map that can be useful when an organisation wants to positively increase its social capital by examining influencing interactions between SNA, CoPs and knowledge maps, thereby enhancing the manner in which they share and create knowledge.


2014 ◽  
Vol 3 (1) ◽  
Author(s):  
Raglan Maddox ◽  
Rachel Davey ◽  
Ray Lovett ◽  
Anke van der Sterren ◽  
Joan Corbett ◽  
...  

2015 ◽  
Vol 63 (5) ◽  
pp. 566-584 ◽  
Author(s):  
Sung-Heui Bae ◽  
Alexander Nikolaev ◽  
Jin Young Seo ◽  
Jessica Castner

2018 ◽  
Vol 19 (7) ◽  
pp. 976-988 ◽  
Author(s):  
S. Zhang ◽  
K. de la Haye ◽  
M. Ji ◽  
R. An

Author(s):  
Cindi Smatt ◽  
Molly McLure Wasko

The concept of a community of practice is emerging as an essential building block of the knowledge economy. Brown and Duguid (2001) argue that organizations should be conceptualized as consisting of autonomous communities whose interactions can foster innovation within an organization and accelerate the introduction of innovative ideas. The key to competitive advantage depends on a firm’s ability to coordinate across autonomous communities of practice internally and leverage the knowledge that flows into these communities from network connections (Brown & Duguid, 2001). But how does an organization do this? A key challenge for management is understanding how to balance strategies that capture knowledge without killing it (Brown & Duguid, 2000).


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