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Using Communities of Practice to Drive Organizational Performance and Innovation
American Productivity & Quality Center (APQC), Aug 2005
People have always created communities inside and outside of organizations. What's new is the emerging prominence and formality of CoPs as boundary-spanning units in organizations, responsible for finding and sharing best practices, stewarding knowledge, fostering innovation, and enhancing the organization's image in the eyes of customers. Organizations are viewing CoPs as an essential business practice for the 21st century.
Using Communities of Practice to Drive Organizational Performance and Innovation explores the rapidly evolving methodology of CoPs to understand how to: plan and initiate, create, maintain and institutionalize, and measure effectiveness of CoPs. This report found that CoPs have emerged as an effective way of creating, sharing, validating, and transferring tacit and explicit knowledge. CoPs are becoming a key success factor for impacting time to market, reuse of knowledge, response time, employee development, knowledge-sharing relationships, organizational learning, and change implementation.
In addition to qualitative and quantitative data concerning key findings, this report has in-depth case studies of best-practices at: Air Products and Chemicals, Inc.; Arup Group Ltd.; Ernst & Young, L.L.P.; Federal Highway Administration; and Fluor Corp.
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