Communities of practice and organizational learning: case study of a global IT solutions company

Abstract

Purpose

In today's dynamic business environment knowledge is overturning the old rules of strategy and competition. In this context, communities of practice (CoPs) have recently found a distinct position as a learning and change tool. The aim of this paper is to understand the critical role that CoPs have been found to play in organizational learning and knowledge sharing.

Design/methodology/approach

The study is built mainly around the “how” question related to organizational CoPs within a social context. It makes use of a case study approach to map and describe the relationships between CoPs and organizational learning and knowledge sharing in a midsized global IT solutions company.

Findings

The results show that CoPs could be significant for learning and sharing and gaining organizational competitive advantage. To achieve this, they require a supportive culture and management team.

Research limitations/implications

The main limitation is the use of a single case study.

Practical implications

It was found that businesses must guide and nurture CoPs thoroughly. If an organization ignores cultural support, CoPs will fail to promote organizational learning. Therefore, organizational culture plays a bridge role to connect CoPs and organizational learning.

Originality/value

The paper points to the need for starting and developing CoPs in a way that contributes to organizational learning. It adds empirical insight from an Indian point of view to the existing literature on CoPs and organizational learning.

Citation

Pandey, S.C. and Dutta, A. (2013), "Communities of practice and organizational learning: case study of a global IT solutions company", Strategic HR Review, Vol. 12 No. 5, pp. 255-261. https://doi.org/10.1108/SHR-02-2013-0010