The co-evolution of communities of practice and knowledge management in organizations

Abstract

The objective of this study is to provide a deeper understanding into the innovative approaches used in organizations to bridge the extensive gap between the general prescriptions of KM literature with actual initiatives formed in practice, revealing that what literature currently prescribes does not necessarily provide the organization with easier KM implementation. In particular, the notion of communities of practice (COPs) has received much popularity in literature, but little empirical evidence exists to demonstrate its actual application as a constitutive element of organizational KM agendas. A case study at National Computer Systems Pte Ltd (NCS) unearths the challenges in structuring, facilitating and assimilating both existing and new COPs into organizational KM agendas. Several important findings emerge from this study, including: (1) the co-evolution of COPs with the implementation of organizational KM initiatives, (2) the development of a COP's structure, (3) the engagement of participants in COP activities, and (4) the role of top management in facilitating COPs. These findings have practical implications on the sustainability of such KM initiatives.