Create communities of practices to improve organizational performance: The technology‐intensive case of Rolls‐Royce

Abstract

Purpose

Reviews the latest management development across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Is it possible to purposefully create a community that increases organizational performance in a technology‐intensive organization? In large companies, technical knowledge is dispersed over individual specialists, business units and locations. For that reason, knowledge sharing and mutual learning among organization members is important for the short term effectiveness and long term survival of any organization. This study of communities of practices (CoPs) at Rolls‐Royce shows that CoPs are a valuable structure for technology and knowledge management, although never fully under managerial control.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2008), "Create communities of practices to improve organizational performance: The technology‐intensive case of Rolls‐Royce", Strategic Direction, Vol. 24 No. 1, pp. 18-20. https://doi.org/10.1108/02580540810839304