Summary for Communities of Practice: The Organisational Frontier
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BUSM042 KNOWLEDGE AND INNOVATION MANAGEMENTSummary for Communities of Practice: The Organisational Frontierby Etienne C. Wenger  and William M. SnyderIn the article of “CommunitiesofPractice: The Organisational Frontier”,written by Etienne C. Wenger and William M. Snyder in Harvard Business Review in January-February 2000, the authors start with the definition of communities of practice (CoPs). The basic argument is that, even though it is seen as temporary trend, they are defined as a process of social learning that occurs when people who have a common interest in a subject or area collaborate over an extended period of time, sharing ideas and strategies in free-flowing, determine solutions to problems, and build innovations. There are several important benefits of a CoP strategy in terms of helping drive strategy (contributing to the organisation’s mission), starting new lines of business (new business opportunities for clients), solving problems quickly, transferring best practices (development o new innovative ideas and new tools), developing professional skills (personal and professional development), helping companies recruit and retain talent. (developing skills and finding new customers) (Wenger and Snyder 2000: 140-141) It is debated how they can be that common while they are so effective. There are few reasons behind it: we can see “communitiesof practice”termfor a long time but it has just entered to business environment. Also, not every company, only few companies which can predict the future instal this concept because it is not easy to build and sustain them.
When it comes to the hallmarks of communities of practice, it is explained that the core participants of CoPs should provide typically intellectual and social leadership with the aim of developing members’capabilities and of building and exchanging knowledge. Passion, commitment and identification with the group’sexpertise hold them together as long as there is interest in maintaining group.They can be both formed within the organisation or with another members from different companies that’swhy members who select themselves can belong to CoPs. They differ from other groups but in my opinion, it doesnt mean that the other groups are not very useful in the organisations.According to Wenger and Snyder, learning together by focusing on “directly-related work problemakess” the participant’swork,inshort-term, easier or more effective, while in long-term, it helps developing their capabilities critically in order to succeed in the organisation. Moreover, as communities generate knowledge, they renew themselves. They give you both the golden eggs and the goose that lays them. (Wenger and Snyder 2000:143) In my esteemed opinion, today, it is the knowledge that brings money; organisations should invest in people and their ideas, their opinions which can be shared especially via communities of practice. To earn money without devoting any such effort will “both kill the goose and lose golden eggs; ”meaning that organisations will not be successful if they try to earn money by “cuttingcorners”.