Summary: In this article, Etienne Wenger, consultant on communities of practice (CoP's) and author of Communities of Practice: Learning, Meaning, and Identity, argues that while CoP's for large organizations are informal and distinct from set organizational units, CoP's serve as a company's most versatile and dynamic resource that forms an organization's basis for knowledge and learning because of its capability to produce a shared repertoire of communal resources. CoP's are complex organizations that have five stages of development-Potential, Coalescing, Active, Dispersed, and Memorable-and can fall into several categories in their relationship to their respective organizations. Ultimately, CoP's are crucial to organizations who realize that knowledge is a vital asset.
Summary: In this article, Etienne Wenger, consultant on communities of practice (CoP's) and author of Communities of Practice: Learning, Meaning, and Identity, argues that while CoP's for large organizations are informal and distinct from set organizational units, CoP's serve as a company's most versatile and dynamic resource that forms an organization's basis for knowledge and learning because of its capability to produce a shared repertoire of communal resources. CoP's are complex organizations that have five stages of development-Potential, Coalescing, Active, Dispersed, and Memorable-and can fall into several categories in their relationship to their respective organizations. Ultimately, CoP's are crucial to organizations who realize that knowledge is a vital asset.
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