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Communities of Practice
Abstract
A dynamic and constant change, characteristic of the existent paradigm, imposes that organizations assume, as an imperative, the need to be adaptable and evolutionary and flexible in their operations, all without losing their technological and human structure (Davenport & Prusak, 1998). In that sense, the need to capture, to apprehend, and to develop ideas and know-how have been discussed thoroughly by academics and managers worldwide. With such scenario, the need for organizational innovations increases dramatically, with communities of practices as one of the possible answers. Their purpose is then to complement the existing structures and to galvanize in a radical way the creation and sharing of knowledge, generating learning and change inside the organization. However, in spite of appearing as an answer to the organizational environment, the truth is that throughout mankind history the expression “communities of practices” can be apply; that is an unquestionable reality. For that, it is enough to recall the first men communities, the first sedentary communities, the great classic civilizations, the feudalism of the Medium Age, the renascent communities, the industrial communities (post-Industrial Revolution), and finally, the communities of practices. However, these communities present diverse analytical dimensions, that is, creation aim, leadership/hierarchical structures, and knowledge sharing processes.
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