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An Analysis of Collaborative Group Structure Technological
Facilitation from a Knowledge Management Perspective
Kevin J. O’Sullivan and Syed W. Azeem
School of Management, New York Institute of Technology, USA kosulliv@nyit.edu sazeem@nyit.edu
Abstract: A range of collaborative group structures are analysed from the perspective of knowledge management enabling technologies. A framework is developed demonstrating the application and role of specific technologies in supporting collaborative group structures including Communities of Practice, Centres of Practice, Special Interest
Groups, Centres of Competence and Communities of Competence. In evaluating the utilisation of such technologies, the nature, purpose and capabilities of such group structures are analysed.
Keywords: communities of practice, knowledge management, communities of competence, knowledge management technologies years, organisations have strived to create more effective ways to get work done and fully utilise the maximum potential of their employees. This paper is focused on establishing a guideline for the use of collaborative structures in terms of increased productivity and the optimisation of innovation. 1. Introduction
It is widely claimed by contemporary organisations that their most valuable asset are their employees, or more precisely the human capital these individuals possess. Human capital (HC) is defined as the “combined capabilities of knowledge, skill, innovativeness and the ability of individuals to meet the task at hand” and intellectual capital (IC), being the value creation aspect, consists largely of human capital as well as intellectual property (O’Sullivan and Stankosky
2004). In the current knowledge based economy, filled with intense competition, globalisation and rapid technological change, IC is the future basis of sustained competitive advantage (Perez and de
Pablos 2003). Ulrich (1998) defines IC, in mathematical terms, as the
Facilitation from a Knowledge Management Perspective
Kevin J. O’Sullivan and Syed W. Azeem
School of Management, New York Institute of Technology, USA kosulliv@nyit.edu sazeem@nyit.edu
Abstract: A range of collaborative group structures are analysed from the perspective of knowledge management enabling technologies. A framework is developed demonstrating the application and role of specific technologies in supporting collaborative group structures including Communities of Practice, Centres of Practice, Special Interest
Groups, Centres of Competence and Communities of Competence. In evaluating the utilisation of such technologies, the nature, purpose and capabilities of such group structures are analysed.
Keywords: communities of practice, knowledge management, communities of competence, knowledge management technologies years, organisations have strived to create more effective ways to get work done and fully utilise the maximum potential of their employees. This paper is focused on establishing a guideline for the use of collaborative structures in terms of increased productivity and the optimisation of innovation. 1. Introduction
It is widely claimed by contemporary organisations that their most valuable asset are their employees, or more precisely the human capital these individuals possess. Human capital (HC) is defined as the “combined capabilities of knowledge, skill, innovativeness and the ability of individuals to meet the task at hand” and intellectual capital (IC), being the value creation aspect, consists largely of human capital as well as intellectual property (O’Sullivan and Stankosky
2004). In the current knowledge based economy, filled with intense competition, globalisation and rapid technological change, IC is the future basis of sustained competitive advantage (Perez and de
Pablos 2003). Ulrich (1998) defines IC, in mathematical terms, as the
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