Bridging communities of practice with information technology in pursuit of global knowledge sharing
By Shan Ling Pan, Dorothy Elliott Leidner. Journal of strategic information systems, 2003
366 citations recorded by the source corpus.
This paper explores the use of information technology to support knowledge sharing within and between communities of practice. In so doing, it presents a case of a multi-national organization's efforts to implement an organizational knowledge management (KM) system. The case traces both the technological solutions and the KM strategy of the organization as it met with various challenges along a several year period of establishing KM as organizational practice. The study highlights several lessons, including the possibility of a flexible KM strategy, the necessity for multiple channels of knowledge sharing, the desirability of expanding communities of practice, and the evolution of the role played by information technology as KM strategies evolve.
Subfields: Communication, Computer Science Applications, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/be18691e981ea5b70e78680af0dfad6913a34f13
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Communication
- Hsiu-Fen Lin
- Hossein Mohammadi
- Tao Zhou
- Manjit Singh Sandhu
- See-Kwong Goh
- Mohammad Mosakhani
- Zahra Tohidinia
- Nripendra P. Rana
In Computer Science Applications
In Strategy and Management
Citations in the corpus
- Knowledge sharing and firm innovation capability: an empirical study (2007, methodology): “…facilitate new methods and applications (such as groupware, online databases, intranet, virtual communities, etc.), and allow firms to expand available social networks by overcoming geographical boundaries and thus achieving more effective collaborative activities (Pan and Leidner, 2003).”
- Towards a Typology of Virtual Communities of Practice (2006, background): “Usually based on " practice-and person-based networks " (Pan & Leidner, 2003), their membership commonly crosses boundaries across work groups, organizational units and even organizations (Wenger & Snyder, 2000).”