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Dualities, Distributed Communities of Practice and Knowledge Management

Author

Listed:
  • Chris Kimble

    (Euromed Marseille - École de management - Association Euromed Management - Marseille, CREGOR - Centre de Recherche sur la Gestion des Organisations - UM2 - Université Montpellier 2 - Sciences et Techniques)

  • Paul Hildreth

    (CS-YORK - Department of Computer Science [York] - University of York [York, UK])

Abstract

Purpose – This main aim of this article is to explore the relationship between knowledge management (KM) and communities of practice (CoPs) in general and virtual CoPs in particular. A subsidiary aim is to provide some practical guidelines about how virtual CoPs can be facilitated and maintained. Design/methodology/approach – The relationship between KM and CoPs is explored using theoretical constructs, the notion of a duality, and data from a case study. The article reports on a case study of a "virtual" CoP and highlights two key aspects of virtual working. The article demonstrates how these key aspects map on to Wenger's participation-reification duality and, in turn, on to the soft-hard duality described by Hildreth and Kimble. Findings – The case study of a "virtual" CoP was based in three geographically separate locations (the UK, the USA, and Japan). The case study reports on the activities of the UK part of the CoP both at their UK base and during one of their regular trips to the USA. It highlights the importance of two particular aspects or virtual working: social relationships and the use of shared artefacts. Practical implications – Some general conclusions are drawn from the analysis concerning the facilitation of virtual CoPs and the broader implications of dualities for KM. Originality/value – The main contribution of the article is in making an explicit link between KM and CoPs through the use of the notion of the duality of knowledge.

Suggested Citation

  • Chris Kimble & Paul Hildreth, 2005. "Dualities, Distributed Communities of Practice and Knowledge Management," Post-Print halshs-00492436, HAL.
    • Handle: RePEc:hal:journl:halshs-00492436
    DOI: 10.1108/13673270510610369
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    Citations

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    Cited by:

    1. Kimble, Chris & Bourdon, Isabelle, 2008. "Some success factors for the communal management of knowledge," International Journal of Information Management, Elsevier, vol. 28(6), pages 461-467.
    2. Kimble, Chris & Grenier, Corinne & Goglio-Primard, Karine, 2010. "Innovation and knowledge sharing across professional boundaries: Political interplay between boundary objects and brokers," International Journal of Information Management, Elsevier, vol. 30(5), pages 437-444.
    3. Rogo, Francesco & Cricelli, Livio & Grimaldi, Michele, 2014. "Assessing the performance of open innovation practices: A case study of a community of innovation," Technology in Society, Elsevier, vol. 38(C), pages 60-80.
    4. Isabelle Bourdon & Chris Kimble, 2008. "An Analysis of Key Factors for the Success of the Communal Management of Knowledge," Post-Print halshs-00487656, HAL.
    5. Chris Kimble, 2010. "Building effective virtual teams: How to overcome the problems of trust and identity in virtual teams," Post-Print halshs-00550219, HAL.
    6. Maureen Brookes & Angela Roper, 2008. "The impact of entry modes on the organisational design of international hotel chains," The Service Industries Journal, Taylor & Francis Journals, vol. 30(9), pages 1499-1512, October.
    7. Gyewan Moon & Suk Bong Choi & Shaikh Javed Fardin, 2016. "Organisational factors for effective knowledge sharing: an empirical study of Korean learning teams," International Journal of Business Innovation and Research, Inderscience Enterprises Ltd, vol. 10(1), pages 102-120.

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