What are communities of practice? A comparative review of four seminal works
By Andrew M. Cox. Journal of information science, 2005
709 citations recorded by the source corpus.
Subfields: Human Factors and Ergonomics, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/43023ae7082cff3a47dd2ccbf69b6dc5a8781836
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Human Factors and Ergonomics
In Organizational Behavior and Human Resource Management
- Bradley L Kirkman
- John E. Mathieu
- Michael R. Kukenberger
- Dusya Vera
- Mary M. Crossan
- Benson Rosen
- Ikujiro Nonaka
- J. Cordery
Citations in the corpus
- Deep Twitter diving: exploring topical groups in microblogs at scale (2014, background): “User groups in social sciences: The topic of user groups (or communities) in societies has been widely studied in behavioral sciences, and a variety of theories have been proposed to explain the formation of such groups [4, 8, 21, 29].”
- Family Supports and Services in Early Intervention: A Bold Vision (2007, background): “practices and evaluating their effectiveness (Cox, 2005).”
- Perspective - Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory (2009, background): “Future work should deliver a comparative analysis of the various theoretical assumptions and methodological orientations in the literature contributing to this view (for a starting point, see Cox 2005, Antonacopoulou 2008).”
- Evolution of Wenger's concept of community of practice (2009, background): “Although the hierarchy of power between experts and novices is relatively clear, Lave and Wenger offered little insight into the potential for conflicts among experts or among novices[27].”
- Global organizational communities of practice: The effects of nationality diversity, psychological safety, and media richness on community performance (2013, background): “Subgroup formation would be particularly problematic because a primary purpose of OCoPs is to identify, create and share new knowledge within organizations (Cox, 2005; Kimble et al., 2001; Wenger et al., 2002).”
- The entanglement of leader character and leader competence and its impact on performance (2017, background): “Such interaction results in motivated learning of what is needed to be known about the complexities of real practice (Cox, 2005).”