Learning through Interactions: Improving Project Management through Communities of Practice

Abstract

Communities of practice are a possible mechanism for improving knowledge sharing among project managers, both within and between organizations. Based on intrinsic and extrinsic motivation, we theorize a model of participation intensity in communities of practice by project managers and explore the use of Web 2.0 technologies to increase this participation. Using structural equation modeling, we test the research model and find that the factors of reputation, enjoyment, and management support impact the participation intensity of project managers in communities of practice. However, we do not find support for the impact of Web 2.0 technologies on participation intensity. This study provides evidence that participation in communities of practice can result in individual benefits for the project manager, as well as in more far-reaching organizational benefits.