Communities of Practice: Creating and Sharing Knowledge

Abstract

This study aims to analyze the strategies adopted by Communities of Practice (CoPs) in relation to the creation and sharing of knowledge. For this purpose, a multiple case study method was adopted. Data were collected through interviews, document analysis and observation. The CoP strategies were found to be predominantly focused on knowledge sharing rather than knowledge creation, which may directly influence the company’s capacity for CoP-based innovation. In the analyzed CoPs, the lack of appreciation of the CoPs shown by the company and the predominantly individually-based motivation for participating in the CoPs are both potential reasons for the emphasis given to knowledge sharing instead of knowledge creation. Based on the analysis of the CoPs, the following aspects were identified: The support of the company influences the focus of the CoP on knowledge creation and/or sharing; the support of the company influences the choice of activities in the CoP and the factors that motivate participation; the motivation of the participants influences the focus of the CoP on the knowledge creation and/or sharing; the activities of the CoP influence the focus on knowledge creation and/or sharing; the trust among the CoP members influences the focus on knowledge creation and/or sharing.