Facilitator Toolkit for Building and Sustaining Virtual Communities of Practice

2011 ◽  
pp. 202-215 ◽  
Author(s):  
Lisa Kimball ◽  
Amy Ladd
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Communities Of Practice ◽  
Community Of Practice ◽  
Virtual Communities ◽  
Collaborative Work ◽  
Work Training ◽  
Virtual Communities Of Practice ◽  
Over Time

The boundaries of a Community of Practice (CoP) have changed significantly because of changes in organizations and the nature of the work they do. Organizations have become more distributed across geography and across industries. Relationships between people inside an organization and those previously considered outside (customers, suppliers, managers of collaborating organizations, other stakeholders) are becoming more important. In addition, organizations have discovered the value of collaborative work due to the new emphasis on Knowledge Management—harvesting the learning and the experience of members of the organization so that it is available to the whole organization. This chapter offers a practical toolkit of best practices, tips and examples from the authors’ work training leaders to launch and sustain a virtual CoP, including tips for chartering the community, defining roles, and creating the culture that will sustain the community over time.

A Social Informatics Framework for Sustaining Virtual Communities of Practice

2008 ◽  
pp. 610-618 ◽  
Author(s):  
Umar Ruhi
Keyword(s):  
Communities Of Practice ◽  
Community Of Practice ◽  
Information And Communication Technologies ◽  
Virtual Communities ◽  
Business Models ◽  
Explicit Knowledge ◽  
Group Decision Support Systems ◽  
Virtual Community Of Practice ◽  
Technology Applications ◽  
Virtual Communities Of Practice

Reminiscent of the present-day Web vogue and the emergence of a myriad of e-enabled business models, virtual communities of practice are fast emerging as the next logical extension of traditional communities of practice. Virtual communities of practice exemplify the components of most contemporary communities of practice, which incorporate elements of physical social interactions, in combination with distributed virtual connections. These communities utilize technology applications to better manage their routine pursuits. More specifically, information and communication technologies (ICTs) are being used to facilitate the operations of a community of practice by providing tools for managing content (explicit knowledge) and a means for sharing expertise (tacit knowledge) through cooperation, coordination, and collaboration. The enabling technologies for institutionalizing a virtual community of practice range from simple user tools such as e-mail, teleconferencing, and groupware, to the more complex software applications, including group decision support systems (GDSSs) and corporate portals.

On the Definition and Impact of Virtual Communities of Practice

2009 ◽  
Vol 1 (4) ◽  
pp. 73-88 ◽  
Author(s):  
Antonios Andreatos
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Informal Learning ◽  
Learning Theory ◽  
Social Impact ◽  
Virtual Communities ◽  
Theory And Practice ◽  
The Internet ◽  
Virtual Communities Of Practice ◽  
To Come

The evolution of the Internet has made several Communities of Practice to go online and has brought into life numerous Virtual Communities of Practice. The purpose of this article is: to define and categorize Virtual Communities of Practice; to examine their social impact in general and specifically in knowledge and technology management; also, to examine the contribution of Communities of Practice to informal learning and to relate them to Connectivism and collaborative learning. Several case studies are presented to clarify the presentation. It is expected that Virtual Communities of Practice will play an important role in both learning theory and practice as well as knowledge management during the years to come.

The Search for the 'Hidden' Virtual Communities of Practice

2010 ◽  
pp. 42-59 ◽  
Author(s):  
Richard Ribeiro ◽  
Chris Kimble
Keyword(s):  
Communities Of Practice ◽  
Community Of Practice ◽  
Virtual Communities ◽  
Virtual Community ◽  
Structured Interview ◽  
Electronic Networks ◽  
Virtual Community Of Practice ◽  
Seci Model ◽  
Virtual Communities Of Practice ◽  
Fully Functioning

This chapter examines the possibility of discovering a “hidden” (potential) Community of Practice (CoP) inside electronic networks, and then using this knowledge to nurture it into a fully functioning Virtual Community of Practice (VCoP). Starting from the standpoint of the need to manage knowledge and create innovation, the chapter discusses several issues related to this subject. It begins by examining Nonaka’s SECI model and his notion of Knowledge Transfer; the authors follow this by an investigation of the links between Communities of Practice (CoPs) and Knowledge Management; the chapter concludes by examining the relation between Nonaka’s Communities of Interaction and CoPs. Having established this the authors start their examination of the characteristics of “hidden” Communities of Practice. Following on from the previous discussion, they look at what is meant by “hidden” CoPs and what their value might be. They also look at the distinction between Distributed CoPs (DCoPs) and Virtual CoPs (VCoPs) and the issues raised when moving from ‘hidden’ CoPs to fully functioning VCoPs. The chapter concludes with some preliminary findings from a semi-structured interview conducted in the Higher Education Academy Psychology Network (UK). These findings are contrasted against the theory and some further proposals are made.

A Social Informatics Framework for Sustaining Virtual Communities of Practice

2011 ◽  
pp. 466-473
Author(s):  
Umar Ruhi
Keyword(s):  
Communities Of Practice ◽  
Community Of Practice ◽  
Information And Communication Technologies ◽  
Virtual Communities ◽  
Business Models ◽  
Explicit Knowledge ◽  
Group Decision Support Systems ◽  
Virtual Community Of Practice ◽  
Technology Applications ◽  
Virtual Communities Of Practice

Reminiscent of the present-day Web vogue and the emergence of a myriad of e-enabled business models, virtual communities of practice are fast emerging as the next logical extension of traditional communities of practice. Virtual communities of practice exemplify the components of most contemporary communities of practice, which incorporate elements of physical social interactions, in combination with distributed virtual connections. These communities utilize technology applications to better manage their routine pursuits. More specifically, information and communication technologies (ICTs) are being used to facilitate the operations of a community of practice by providing tools for managing content (explicit knowledge) and a means for sharing expertise (tacit knowledge) through cooperation, coordination, and collaboration. The enabling technologies for institutionalizing a virtual community of practice range from simple user tools such as e-mail, teleconferencing, and groupware, to the more complex software applications, including group decision support systems (GDSSs) and corporate portals.

scholarly journals Evaluating the Development of Virtual Communities of Practice that Support Evidence Based Practice

2010 ◽  
Vol 5 (1) ◽  
pp. 48 ◽  
Author(s):  
Christine Urquhart ◽  
Anne Brice ◽  
Janet Cooper ◽  
Siân Spink ◽  
Rhian Thomas
Keyword(s):  
Communities Of Practice ◽  
Community Of Practice ◽  
Virtual Communities ◽  
Evidence Based Practice ◽  
Evaluation Framework ◽  
Evidence Based ◽  
Supporting Evidence ◽  
Stage Of Development ◽  
Information Professionals ◽  
Virtual Communities Of Practice

Objective – The aim of this paper is to examine how virtual community of practice principles might be used by information professionals with emphasis on the work of the Specialist Libraries for health professionals in England, UK. An evaluation conducted in 2004-2005 examined the operation of the Specialist Libraries, which the National Library for Health had contracted out to various organisations, and assessed their stage of development as communities of practice. Methods – Evaluation methods included observation of a meeting of information specialists, interviews with clinical leads and information specialists, and evaluation of the content and format of the Specialist Library websites. The evaluation framework was based on a systematic review of the literature to determine the critical success factors for communities of practice and their role in supporting evidence based practice. An updated literature review was conducted for this paper. Results – Operational structures varied but were mostly effective in producing communities of practice that were at an “engaged” stage. Some Specialist Libraries wished to move towards the “active” stage by supporting online discussion forums, or by providing question and answering services or more learning activities and materials. Although the evidence from the literature suggests there are few clear criteria for judging the effectiveness of communities of practice, the evaluation framework used here was successful in identifying the state of progress and how information professionals might approach designing virtual communities of practice. Conclusions – Structuring library and information services around community of practice principles is effective. Careful and participative design of the information architecture is required for good support for evidence based practice.

The Search for the ’Hidden’ Virtual Communities of Practice

2011 ◽  
pp. 2395-2411
Author(s):  
Richard Ribeiro ◽  
Chris Kimble
Keyword(s):  
Communities Of Practice ◽  
Community Of Practice ◽  
Virtual Communities ◽  
Virtual Community ◽  
Structured Interview ◽  
Electronic Networks ◽  
Virtual Community Of Practice ◽  
Seci Model ◽  
Virtual Communities Of Practice ◽  
Fully Functioning

This chapter examines the possibility of discovering a “hidden” (potential) Community of Practice (CoP) inside electronic networks, and then using this knowledge to nurture it into a fully functioning Virtual Community of Practice (VCoP). Starting from the standpoint of the need to manage knowledge and create innovation, the chapter discusses several issues related to this subject. It begins by examining Nonaka’s SECI model and his notion of Knowledge Transfer; the authors follow this by an investigation of the links between Communities of Practice (CoPs) and Knowledge Management; the chapter concludes by examining the relation between Nonaka’s Communities of Interaction and CoPs. Having established this the authors start their examination of the characteristics of “hidden” Communities of Practice. Following on from the previous discussion, they look at what is meant by “hidden” CoPs and what their value might be. They also look at the distinction between Distributed CoPs (DCoPs) and Virtual CoPs (VCoPs) and the issues raised when moving from ‘hidden’ CoPs to fully functioning VCoPs. The chapter concludes with some preliminary findings from a semi-structured interview conducted in the Higher Education Academy Psychology Network (UK). These findings are contrasted against the theory and some further proposals are made.

Virtual Communities of Practice

2005 ◽  
pp. 2991-2995 ◽  
Author(s):  
Chris Kimble ◽  
Paul Hildreth
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Information Management ◽  
Virtual World ◽  
Virtual Communities ◽  
Business Environment ◽  
Types Of Knowledge ◽  
Innovative Solution ◽  
Virtual Communities Of Practice

When knowledge management (KM) began to emerge in the 1990s it was seen as an innovative solution to the problems of managing knowledge in a competitive and increasingly internationalised business environment. However, in practice it was often little more than information management re-badged (Wilson, 2002). More recently, there has been recognition of the importance of more subtle, softer types of knowledge that need to be shared. This raises the question as to how this sort of knowledge might be managed. Communities of practice (CoPs) have been identified as means by which this type of knowledge can be nurtured, shared and sustained (Hildreth & Kimble, 2002). Do CoPs offer a means of managing the softer aspects of knowledge and, if they do, are they applicable to today’s increasingly “virtual” world?

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