Leveraging communities of practice for strategic advantage:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Amsterdam [u.a.]
Butterworth-Heinemann
2003
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXVI, 370 S. graph. Darst. |
| ISBN: | 075067458X |
Internformat
MARC
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| 300 | |a XXVI, 370 S. |b graph. Darst. | ||
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Datensatz im Suchindex
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|---|---|
| adam_text | Table of Contents
Acknowledgments, xv
Introduction, xix
Part I: Setting the Context for
Communities of Practice 1
Chapter 1—Increasing Capabilities in the
Knowledge-Driven Organization 3
Creating Value: Assets in the Knowledge Era, 3
Managing Intangible Assets—The Knowledge Capital Model, 9
New Strategies: Communities of Practice, 12
The Knowledge Capital Initiative: Clarica s Knowledge
Management Strategy, 13
Clarica s Knowledge Strategy, 14
Goals of The Knowledge Capital Initiative, 19
The Strategic Capabilities Unit: Clarica s Organizational Structure in
Support of Knowledge Strategies, 21
ix
X Table of Contents
Conclusion, 24
Knowledge Capital in Your Organization—Will It Play in Peoria?, 24
References, 26
Chapter 2-Communities of Practice:
High-Trust Vessels for Increasing Capabilities 27
Knowledge Management Overview, 27
Defining Communities of Practice, 32
Characteristics of Communities of Practice, 34
Communities of Practice Situated in a Strategic Context, 40
Community Life Cycles, 47
Benefits of Communities of Practice, 49
Conclusion, 50
Communities at Work in Your Organization—Will It Play in Peoria?, 51
References, 52
Chapter 3-Situating Communities of Practice
in a Strategic Context 55
The New Strategic Context, 55
The Relationship of Communities of Practice to Strategy, 59
Communities of Practice as a Vehicle for Creating
Competitive Advantage, 61
Communities of Practice in the Context of an Enterprise-Wide
Knowledge and Learning Strategy, 63
The Business Case for Communities of Practice, 68
The Strategic Nature of Communities at Clarica, 70
Conclusion, 74
Communities as a Strategic Lever—Will It Play in Peoria?, 74
References, 75
Further Reading, 75
Table of Contents XI
Chapter 4—A Blueprint for Building
Communities of Practice 11
Creating the Community Environment, 77
The Architecture of a Community of Practice, 78
Components of Communities in a Strategic Context, 91
Precursors for Building Effective Communities of Practice, 105
Community Success Criteria, 111
Community Evolution, 114
Conclusion, 114
Creating the Foundation—Will It Play in Peoria?, 116
References, 117
Part II: Building Communities of Practice
in a Strategic Context 119
Chapter 5—Community Development
Process Model Overview 121
A Bit about Clarica, 121
Characteristics of a Knowledge-Sharing Organization, 123
The Agent Network—Developing a Community with a
Strategic Purpose, 128
Three Strikes and You re Out: Learning and Knowing, 130
A Process Model for Developing Communities within a
Strategic Context, 136
The Five C s, 140
Conclusion, 141
Strategy and Process—Will It Play in Peoria?, 141
References, 142
Xll Table of Contents
Chapter 6—Phase I: Community Design and Launch 143
Overview, 143
Step 1—Define the Community Project, 145
Step 2—Establish Community Components, 153
Step 3—Launch the Community, 165
Conclusion, 170
Design and Launch—Will It Play in Peoria?, 171
References, 172
Chapter 7-Phase II: Community Implementation
and Growth 173
Overview, 173
The Community Members, 174
Community Implementation and Growth, 175
Step 4—Establish the Community, 176
Step 5—Checkpoint: Assess Community Progress and Value, 183
Step 6—Grow the Community, 188
Step 7—Evaluate Purpose and Direction, 196
Step 8—Expand the Community, 199
Conclusion, 204
Community Building—Will It Play in Peoria?, 207
Chapter 8-Establishing Community Value:
Measurement and Reflection 209
Assessing Value, 209
Communities of Practice: Measuring the Value Proposition, 210
Clarica s Measurement Approach, 213
Recommendations—Next-Step Suggestions, 224
Conclusion, 225
Measuring Value—Will It Play in Peoria?, 226
References, 226
Tabi.f of Contents Xlll
Part III: Creating Communities:
A Course of Action 229
Chapter 9-Community Design and Launch:
Illustration of Activities 231
Process Model to Practice, 231
Step 1—Define Community Project, 232
Step 2—Develop Community Components, 249
Step 3—Launch Community, 267
References, 271
Chapter 10—Community Implementation
and Growth: Illustration of Activities 273
Process Model to Practice, 273
Step 4—Establish the Community, 274
Step 5—Checkpoint: Progress and Value, 280
Step 6—Grow the Community Value, 282
Step 7—Evaluate Purpose and Direction, 293
Step 8—Expand the Community, 300
References, 311
Chapter 11—Communities as Catalysts for Change 313
Communities at Work, 313
Communities of Practice Intertwine with the Organization s
Accountability Spine, 317
Communities of Practice as Catalysts for Change, 319
Community Maturity Model, 323
Challenges to Communities as Change Agents, 326
Communities—The New Frontier?, 328
Conclusion, 330
Communities as Agents of Change—Will It Play in Peoria?, 331
XIV Table of Contents
Appendix—Community Development:
Quick-Start Toolkit, 333
Index, 355
About the Authors, 371
|
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| indexdate | 2024-07-09T23:11:36Z |
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| isbn | 075067458X |
| language | English |
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| spelling | Saint Onge, Hubert Verfasser aut Leveraging communities of practice for strategic advantage Hubert Saint-Onge, Debra Wallace Amsterdam [u.a.] Butterworth-Heinemann 2003 XXVI, 370 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organisatorisches Lernen (DE-588)4198012-8 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf Wissensmanagement (DE-588)4561842-2 gnd rswk-swf Community of Practice (DE-588)7617517-0 gnd rswk-swf Wettbewerbsvorteil (DE-588)4219652-8 gnd rswk-swf Unternehmen (DE-588)4061963-1 s Community of Practice (DE-588)7617517-0 s Organisatorisches Lernen (DE-588)4198012-8 s Wissensmanagement (DE-588)4561842-2 s Wettbewerbsvorteil (DE-588)4219652-8 s DE-188 Wallace, Debra Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021994424&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Saint Onge, Hubert Wallace, Debra Leveraging communities of practice for strategic advantage Organisatorisches Lernen (DE-588)4198012-8 gnd Unternehmen (DE-588)4061963-1 gnd Wissensmanagement (DE-588)4561842-2 gnd Community of Practice (DE-588)7617517-0 gnd Wettbewerbsvorteil (DE-588)4219652-8 gnd |
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| title | Leveraging communities of practice for strategic advantage |
| title_auth | Leveraging communities of practice for strategic advantage |
| title_exact_search | Leveraging communities of practice for strategic advantage |
| title_full | Leveraging communities of practice for strategic advantage Hubert Saint-Onge, Debra Wallace |
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| title_short | Leveraging communities of practice for strategic advantage |
| title_sort | leveraging communities of practice for strategic advantage |
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