chapter  3
22 Pages

–Situating Communities of Practice in a Strategic Context

Communities of practice can play a vital role in an organization, but their greatest value comes when they can be leveraged for the strategic capabilities that they generate. Building on what we know about the changes that a focus on knowledge capital has brought to the economy and the nature of communities of practice, we shift to our main purpose for writing this book-to explore how organizations can leverage communities of practice to create a competitive advantage. In this chapter, we begin the discussion by placing communities of practice in a strategic context. How are they related to strategy? Where are they situated in the “bigger picture?” With the need to build the case for communities, we outline the benefits and suggest how you can position them to gain support for their development.