Degenerative Structures Which Inhibit Communities of Practice: A Case Study of the British Council
Information Systems Journal, Vol. 17, No. 4, pp. 349-368, 2007
Posted: 6 Feb 2012
Date Written: 2007
This paper presents the British Council’s knowledge management strategy. It outlines how, as part of this strategy, the organization attempted to engender communities of practice among a strategically significant group spread across the 110 countries in which the organization operates. Using a case study of this group, the paper explores 'degenerative structures' which impact on the ability to engender communities of practice and, through consideration of issues of individualization and risk, highlights a series of paradoxes which inhibited this organizations attempt to move from a 'hub-and-spoke' structure to become a networked organization in which communties of practice flourish.
Keywords: knowledge management, communities of practice, cultural relations, risk, individualisation
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