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Book

Leveraging Communities of Practice for Strategic Advantage

Book

Leveraging Communities of Practice for Strategic Advantage

DOI link for Leveraging Communities of Practice for Strategic Advantage

Leveraging Communities of Practice for Strategic Advantage book

Leveraging Communities of Practice for Strategic Advantage

DOI link for Leveraging Communities of Practice for Strategic Advantage

Leveraging Communities of Practice for Strategic Advantage book

ByHubert Saint-Onge, Debra Wallace
Edition 1st Edition
First Published 2002
eBook Published 15 October 2002
Pub. Location London
Imprint Routledge
DOI https://doi.org/10.4324/9780080496085
Pages 370
eBook ISBN 9780080496085
Subjects Economics, Finance, Business & Industry
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Saint-Onge, H., & Wallace, D. (2002). Leveraging Communities of Practice for Strategic Advantage (1st ed.). Routledge. https://doi.org/10.4324/9780080496085

ABSTRACT

How can you build a successful community of practice that is integrally linked to your company's strategic vision? Learn from the first-hand experience of Hubert Saint-Onge, recognized by Fortune magazine as a leader in the field of knowledge capital, and co-author Debra Wallace, the people responsible for a recent project to establish a community of practice for independent agents at Clarica Life Insurance Company— voted one of the most admired knowledge enterprises in the world by practitioners and researchers.

'Leveraging Communities of Practice for Strategic Advantage' combines theory and practice to outline a model for developing successful communities of practice and proposes a direction for establishing communities of practice as an integral part of the organizational structure. Saint-Onge and Wallace relate what worked, what didn't, and why as they tell the story from inception through implementation to assessment. Whether you're developing communities of practice or want to learn how to leverage existing communities for strategic gain, this book provides you with everything you need to launch successful communities of practice in your organization.

TABLE OF CONTENTS

part |2 pages

Part I: Setting the Context for Communities of Practice

chapter 1|24 pages

–Increasing Capabilities in the Knowledge-Driven Organization

chapter 2|28 pages

–Communities of Practice: High-Trust Vessels for Increasing Capabilities

chapter 3|22 pages

–Situating Communities of Practice in a Strategic Context

chapter 4|42 pages

–A Blueprint for Building Communities of Practice

part |2 pages

Part II: Building Communities of Practice in a Strategic Context

chapter 5|22 pages

–community Development Process Model Overview

chapter 6|30 pages

–Phase I: Community Design and Launch

chapter 7|36 pages

–Phase II: Community Implementation and Growth

chapter 8|20 pages

–Establishing Community Value: Measurement and Reflection

chapter |2 pages

Part III: Creating Communities: A Course of Action

chapter 9|42 pages

–Community Design and Launch: Illustration of Activities

chapter 10|40 pages

–Community Implementation and Growth: Illustration of Activities

chapter 11|20 pages

–Communities as Catalysts for Change

chapter |22 pages

APPENDIX—COMMUNITY DEVELOPMENT: QUICK-START TOOLKIT,

chapter |16 pages

INDEX,

chapter |4 pages

ABOUT THE AUTHORS,

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