Using communities of practice towards the next level of knowledge-management maturity

Background: Effective communities of practice undoubtedly impact organisations’ knowledgemanagement and contribute towards building a learning-organisation culture. Communitiesof practice represent an environment conducive to learning and for exchanging ideas, andthey are a formal learning forum. However, the level of organisational learning to whichcommunities of practice contribute is difficult to measure.Objectives: The research was conducted to analyse the impact of communities of practiceon building a learning organisation. The organisational system, culture and people offerthe key towards leveraging knowledge as a strategic resource in a learning organisation.The awareness of the organisation concerning knowledge management was measured on areplicated knowledge-management maturity model.Method: The organisational knowledge base was analysed prior to the implementation of thecommunities of practice and was compared to the situation three years later. The research wasbased on experiential learning cycles that consisted of five consequential but perpetual stages,namely reflect, plan, act, observe and reflect again.Results: The results indicated that communities of practice were instrumental in leveraging theorganisation to the next level in the knowledge-management maturity model. A collaborationframework was developed for each business unit to work towards a common goal byharnessing the knowledge that was shared.Conclusion: Although a positive impact by communities of practice is visible, an instrumentfor the measurement of intellectual capital is necessary. It is recommended that the monetaryvalue of knowledge as an asset is determined so that the value of the potential intellectualcapital can be measured.