span and leadership. The challenge is in balancing
the belongingness and conflicts in emerging or
ongoing CoP.
According to some authors this definition
neglects the organizational support that networks
can benefit from the value that they can contribute to
the organization and not only the individuals
(Büchel & Raub, 2002).
Based on a study of 16 known organizations,
Büchel and Raub (2002, p. 589) proposed
knowledge networks of four types according to:
networks that primarily focus on individual benefits
vs those that focus on organizational benefits; and
networks that are self managed vs those that are
supported by managers. The proposed networks are:
1. Hobby Networks are based on individual
interests (e.g. travelling, tennis, etc) and usually
do not receive managerial support. Conform to
the traditional concept of CoP of Wenger and
Snyder.
2. Professional Networks extend beyond hobbies
by contributing to the building of individual
skills base. Like hobby, also professional
networks are according the traditional concept
of CoP of Wenger and Snyder. Knowledge
transfer in these networks is spontaneous and
ongoing, a natural by-product of work and
mutual support.
3. Best-practices Networks are essentially
institutional forms of knowledge sharing in
organizations, in a multi-directional way, each
member and each unit can, in principle, learn
from all the others.
4. Business Opportunities Networks are
business-driven, entrepreneurial networks,
which are potentially the most innovative and
attractive from a growth and development
perspective.
As we have exposed above the importance of
CoP and Knowledge Networks is recognized
worldwide, but there are several questions (e.g. Chae
et al, 2005) around the best way to build them.
According to Büchel and Raub (2002) there are four
stages for building knowledge networks:
1. Focusing the knowledge network. This is a
new concept (“Knowledge network”) that can
be viewed with some suspicion, so it has to be
aligned with the organizational strategic
priorities, and the bondages are around these
same priorities. There is a direct link between
the focus of a network and its ability to obtain
management support. In this stage links are
created to support the network.
2. Creating the knowledge network context. In
most cases networks form around a parallel
structure that exists alongside the more
traditional boundaries of functional
departments, product groups, business units, etc.
It’s very important to choose appropriate
communication mechanisms and fostering trust.
3. Routinizing network activities. Sometimes
there are loosen or non-links between the
members of a network, a certain amount of
routinization is an important step though
effective exchange and continued engagement
of the members. In these phase is established
the network “heartbeat” and it’s also very
important to define roles for each one of the
members. As in other groups, networks require
a set of differentiated roles to be developed over
time. Some examples are: network coordinator,
network supporter, network editor and network
sponsor.
4. Leveraging network results. Results are very
important to sustain a network, along with
knowledge creation and transfer. There is a need
to demonstrate to the community outcomes.
2 CATIM’ KNOWLEDGE
NETWORKS
This technological center (CATIM) is a
Normalization Sector-based Organism (NSO) since
1987 and adopted a different methodology since
2004. The mission of a technological center is to
support the industry development.
This shift in the used methodology was
accelerated by a process’ evaluation and by an
investment in a Learning Management System
(LMS) and all the technological and human structure
underneath.
First of all, we will define some concepts, and
underline our study scope. A Technical Commission
(TC) is a group of people with common interests that
work on them according to some expected outputs,
it’s volunteer and non remunerated work. A NSO is
an organism that coordinates the work of a TC, it’s
volunteer and non remunerated work also. The
Portuguese Quality Institute (PQI) is the mediating
organism between the Portuguese Technical
Commissions (PTC) and other countries TC, and
also between PTC and NSO. CATIM is a Portuguese
NSO and it’s a member of some PTC. In this paper
we will explore the experience of one techonological
center - CATIM as a NSO with coordination
functions.
This technological center manages 8 TC, there
are 13 CATIM’ technicians actively evolved in the
network (some with participation in several TC) plus
4 with support activities. There are over 210
THE CONCEPTUALISATION AND ANALYSIS OF A VALUE NETWORK - How to Create Value with Inter
Organizational Communities of Practice?
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