Abstract
The article discusses communities of practice, defined as cohesive groups which share and develop knowledge. They tend to be self-organizing and fluid in structure, but can be influenced by firms seeking a strategic advantage. An investigation of the methods by which organizations attempt to influence communities of practice is presented. Management techniques involving sponsorship, community boundary-spanning activities, and the measurement of community output are discussed. Distinctions are drawn between expanding communities, leveraging communities and probing communities.
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