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Creating Value with KnowledgeInsights from the IBM Institute for Business Value$
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Eric Lesser and Lawrence Prusak

Print publication date: 2004

Print ISBN-13: 9780195165128

Published to Oxford Scholarship Online: October 2005

DOI: 10.1093/0195165128.001.0001

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Communities of Practice and Organizational Performance

Communities of Practice and Organizational Performance

Chapter:
(p.107) 7 Communities of Practice and Organizational Performance
Source:
Creating Value with Knowledge
Author(s):

Eric L. Lesser

John Storck

Publisher:
Oxford University Press
DOI:10.1093/0195165128.003.0007

This chapter explains how communities of practice play a critical role in the development of social capital, providing employees with the opportunity to expand their connections, develop relationships, and establish common norms and values that can lead to improved knowledge transfer. It describes a study of seven companies in which communities of practice are acknowledged to be creating value. For each of the companies that participated in the study, between five and ten members of existing communities of practice were interviewed regarding their perceptions of value at both an individual and organizational level. The research team then developed a “mind map” which led to the categorization scheme used to review the interview transcripts. From the categories, the key sources of individual and organizational value were abstracted.

Keywords:   social capital, employees, connections, knowledge transfer, mind map, categories

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