Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation Export

@article{citeulike:843715, abstract = {Recent ethnographic studies of workplace practices indicate that the ways people actually work usually differ fundamentally from the ways organizations describe that work in manuals, training programs, organizational charts, and job descriptions. Nevertheless, organizations tend to rely on the latter in their attempts to understand and improve work practice. We examine one such study. We then relate its conclusions to compatible investigations of learning and of innovation to argue that conventional descriptions of jobs mask not only the ways people work, but also significant learning and innovation generated in the informal communities-of-practice in which they work. By reassessing work, learning, and innovation in the context of actual communities and actual practices, we suggest that the connections between these three become apparent. With a unified view of working, learning, and innovating, it should be possible to reconceive of and redesign organizations to improve all three.}, author = {Brown, John S. and Duguid, Paul}, citeulike-article-id = {843715}, citeulike-linkout-0 = {http://dx.doi.org/10.2307/2634938}, citeulike-linkout-1 = {http://www.jstor.org/stable/2634938}, doi = {10.2307/2634938}, keywords = {community, learning, organizations}, posted-at = {2006-09-15 04:47:35}, priority = {4}, title = {Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation}, url = {http://dx.doi.org/10.2307/2634938} }

TY - JOUR ID - citeulike:843715 L3 - citeulike-article-id:843715 N2 - Recent ethnographic studies of workplace practices indicate that the ways people actually work usually differ fundamentally from the ways organizations describe that work in manuals, training programs, organizational charts, and job descriptions. Nevertheless, organizations tend to rely on the latter in their attempts to understand and improve work practice. We examine one such study. We then relate its conclusions to compatible investigations of learning and of innovation to argue that conventional descriptions of jobs mask not only the ways people work, but also significant learning and innovation generated in the informal communities-of-practice in which they work. By reassessing work, learning, and innovation in the context of actual communities and actual practices, we suggest that the connections between these three become apparent. With a unified view of working, learning, and innovating, it should be possible to reconceive of and redesign organizations to improve all three. TI - Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation KW - community KW - learning KW - organizations AU - Brown, John AU - Duguid, Paul UR - http://dx.doi.org/10.2307/2634938 ER -