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FRAMEWORKS FOR ASSESSING CoPs’ PERFORMANCE
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Schenkel et al.
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2000
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[26]
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Management
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Performance of CoPs
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Social network analysis.
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McDermott
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2002
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[27]
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Business
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Return On Investment (ROI)
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Pyramidal framework, which starts from ‘activities’ at the base and moves upwards to ‘outputs’, ‘value’ and ‘business results’.
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Wenger et al.
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2002
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[5]
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Business/Management
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ROI
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Simple method for calculating an approximate ROI value.
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Arora et al.
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2002
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[28]
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Business
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Performance of CoPs/ROI
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Balanced scorecards.
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Millen & Fontaine
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2003
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[29]
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Business
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Performance of CoPs/ROI
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Causal model for community interactions and benefits, which categorizes benefits into ‘individual/personal’, ‘community’ and ‘organizational’.
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Lee et al.
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2005
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[30]
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Business/Management
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KM performance/ROI
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Complex, formalized method to calculate ROI for KM activities.
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Helms et al.
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2007
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[31]
|
Management
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Performance of CoPs/ROI
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Knowledge network analysis.
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Scarso et al.
|
2009
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[24]
|
Business/Management
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Success factors/ROI
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Identifies two external influences (the organization’s own knowledge strategy and the context) and four internal/constitution characteristics of CoPs (organizational, cognitive, economic and technological dimensions) to explain the CoPs success (applied to the case of a multinational oil company).
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Braithwaite et al.
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2009
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[32]
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Health
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Performance of CoPs
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Protocol presenting a methodology for the “development, design, testing, refinement, simulation and application of an evaluation framework for communities of practice and social-professional networks”.
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Wenger et al.
|
2011
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[33]
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Education
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Assessing ‘value creation’
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A very detailed, comprehensive guide for promoting and assessing ‘value creation’ (a performance measure of the level of learning enabled) for CoPs and networks in the education sector. Includes a conceptual framework and practical methods and tools.
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Ranmuthugala et al.
|
2011
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[34]
|
Health
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Performance/role of CoPs
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A second study protocol (following Braithwaite et al. 2009) proposing ‘realist evaluation’ combined with ‘social network analysis’ as a tool for the development of such a framework. Both protocols focus mainly on the application of CoPs to healthcare activities, specifically in Australia.
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ADB
|
2011
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[35]
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Development
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Evaluation of KM strategies
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Use of the DAC Criteria for Evaluating Development Assistance as a tool for assessing KM strategies. The DAC criteria are relevance, effectiveness, efficacy, sustainability and impact.
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LIMITATIONS OF CoPS
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LeBaron
|
2000
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[36]
|
Education
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Limitation of CoPs
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Cultural and social values of collaboration vs. individual success.
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Yanow
|
2004
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[37]
|
Management
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Limitations of CoPs/Hierarchies
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Role of local vs. expert knowledge; distinction between horizontal, geographic periphery and a vertical, hierarchical periphery.
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Roberts
|
2006
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[38]
|
Management
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Limitation of CoPs
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Power structures and hierarchies; time needed to evolve and mature; resistance to change.
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Kerno
|
2008
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[39]
|
Management
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Limitation of CoPs
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Time constraints; organizational hierarchies; regional culture.
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ELEMENTS FOR THE SUCCESS OF CoPs
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|
Johnson
|
2001
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[40]
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Education
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Early research on virtual CoPs’ characteristics
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Different levels of expertise; fluidity of knowledge flows (vs. withdrawal/attrition); community knowledge greater than individual knowledge; environment of safety and trust.
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Sveiby & Simons
|
2002
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[41]
|
Management
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Trust
|
Collaborative climate is one of the major factors influencing effectiveness of knowledge management.
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|
Levin et al.
|
2004
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[42]
|
Management
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Trust
|
Trust as essential for knowledge sharing.
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|
Wenger et al.
|
2005
|
[43]
|
Management
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Use of ICT
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Contribution of technologies to CoPs; new tools and challenges in the use of ICT; description of technologies the CoPs use to “create a sense of togetherness over time and across distances”.
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|
Bourhis et al.
|
2005
|
[25]
|
Management
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Leadership
|
Role of the community leaders and coach to respond to challenges in a way adapted to the CoP characteristics (presenting empirical case studies).
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|
Cargill
|
2006
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[44]
|
Management
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Leadership
|
Role of leaders and leadership issues.
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|
Ardichvili et al.
|
2006
|
[45]
|
Management
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Culture
|
Cultural influences and potential cultural barriers in knowledge sharing and participation.
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|
Usoro et al.
|
2007
|
[46]
|
Management
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Trust
|
Trust as predictor of knowledge sharing behaviours. Trust is analysed across three dimensions: perceived competence, integrity and benevolence of the CoP.
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|
Kraut & Resnick
|
2011
|
[47]
|
Management
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Use of ICT
|
Possible designs improving the success of online communities.
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