Virtual Community Of Practice

Virtual organization structure – companies that are dependent on communication technology for their day to day working.

The use of social media leads to improved productivity within a workplace as a result of its knowledge sharing capabilities in conjunction with the development of a culture of a community work environment, willingness to share and cooperate.

These groups rely on technology to communicate with one another and to accomplish the tasks allocated by the organization. One benefit of a virtual team is that they use technology and this can help increase efficiency and productivity of the members. The virtual teams also assist in the development of intellectual capital. The composition of the virtual groups helps improve quality as well as the outcome. The other benefit is the efficiency of communication. Some of the challenges include the distance between the members. The significant distance may dilute leadership, weaken human relations as well as amplify dysfunction. Virtual teams are hard to manage especially when it comes to goal setting, task distribution, coordination and member motivation. Virtual organizations rely on trust that the other members will fulfill their roles since it is not possible to monitor them closely (Hoppe, 2011). The virtual teams may face some internet challenges such as slow internet or disconnection. This problem can be handled through the use of alternative methods of communication such as mobile phones. While making a virtual team, the team members should address all challenges which may hinder communication by coming up with all possible substitutes of means of communication. These organizations rely heavily on the internet for video conferencing and sending emails. However, when the internet fails, they

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As our world becomes increasingly complex, it is important for today’s leaders to develop a network of committed individuals who are willing to share knowledge and wisdom, challenge beliefs, and invest in each other’s success. These networks or communities of practice take many different forms, such as professional learning communities (PLC), professional learning networks (PLN), mentoring, coaching, social media groups, or social media chats. Even though each community may take many different shapes and forms, they share common characteristics, such as a mutual interest, meaningful interaction, and the investment of time. Although communities of practice require a significant investment of time, interaction, and commitment, I

The community of practice framework emphasizes two central principles: firstly, knowledge relies on experience or situated learning; and secondly, the experience is comprehended via an in-depth reflective practice (Lave &Wenger, 1991; Matusov, Bell, & Rogoff, 1994; Roberts, 2006). The first principle of community of practice ‘situated learning’ is known as “socio-cultural phenomenon rather than an isolated activity in which individual acquires knowledge from decontextualized body of knowledge” (Barab & Duffy, 2000; as cited in Buysse, 2003, p. 267). This principle renders a change that stimulates forces for collective and collaborative learning among the member of communities of practices (Mittendorff, Geijsel, Hoeve, de Laat, & Nieuwenhuis,

Community of practice refers to a group of people who share some common values, interest and knowledge and have the sense of togetherness among them. These communities are formed involuntarily and are non-hierarchical who meet to share their common ideas. They are normally more willing to share their knowledge among them in comparison to other groups. These groups don’t have any entry and exit barriers.

Hertel, Guido, Susanne Geister, and Udo Konradt. 2005. “Managing virtual teams: A review of current empirical research.” Human Resource Management Review 15 (1): 69-95. doi: 10.1016/j.hrmr.2005.01.002.

Many companies are crossing lines that have set boundaries linking them to communication. All over the world healthcare facilities are requiring employees the opportunities to connect through a wide variety of networking resources. Contact methods that expand knowledge, ideas, sharing, and finding solutions are all trigger points. Environments that provide healthcare are responding with other organizations through networks that promote social media. Companies are responding to other organizations by

This paper will provide a hypothetical discussion of how each of the four “worldviews” (post-positivism, constructivism, advocacy/participatory, and pragmatism) might apply to the proposed study. It will refer to the topic paper developed during the class RSH9101B (Research Topic, Problem, Purpose, and Questions) with the assistance of Dr. Kenneth Gossett, class mentor. The portion of the Topic Paper to be used will be the problem statement, which will provide the foundation for this discussion and completion of this assignment. This discussion ultimately will lead to the strengthening of this research and the understanding for the need of better researches to help today’s virtual organizations.

Today, you can follow and interact with experts on Twitter, blog and Q&A sites such as Quora and GitHub. In addition, organizations are investing time and money on social media tools. Knowledge-sharing networks are not brand new, of course. Communities of practice and BPs virtual networks

If organizations want to become more innovative and productive by encouraging and rewarding their workforce to share, collaborate and build collective intelligence they must do more than grant permission for people to build relationships and share their experience inside and outside the organization. They must take incentives for this new way of working into their policies, management systems and training programs. As I’ve discussed elsewhere (“Social Business 101″), becoming a social business is much more about changing culture than it is about technology or tools. And changing human behavior or organizational habits is among the tallest of orders.

Organizations are structured according to the purpose of their business design (Daft, 2015). A structure as referring to an organization is considered a group of workers joined together as a system organized by a unique relationship (vocabulary.com, 2016). Twenty to 30 years ago, most businesses functioned in a hierarchy structure where a leader was the head and whatever command came from that leader was carried out. Some organizations are moving to a community structure where a team of people make decisions for the organization (Christiansen & Robey, 2015). As more and more attention is on work life effectiveness, organizations are reorganizing to a virtual structure by allowing workers to telework (Khan & Agha, 2013). This paper addresses how leaders mold the culture, establish ethical values, and build trust in the local and virtual organizations. Also, outline what drive the need for strategic change and how leaders implement those changes. The next section provides a review of Lojeski’s Virtual Distance Leadership Model and explains how virtual leadership changed the leaders’ role.

impacts innovation, knowledge sharing and organisational development (García-Morales, Matías-Reche & Verdú-Jover 2011). Social communication that supports individuals to communicate precisely and

The purpose of this research is to investigate what effects the intranet has on communication in business. This will help to provide recommendations for businesses who regarding the use of technology as it relates to knowledge management.