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Cited by 8,390

The DOI matches its Crossref record; 1 of the 1 references it cites were found in a registry or an index.

Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation

Brown, John Seely, Duguid, Paul·1991·Organization Science
DOI 10.1287/orsc.2.1.40
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Abstract

Recent ethnographic studies of workplace practices indicate that the ways people actually work usually differ fundamentally from the ways organizations describe that work in manuals, training programs, organizational charts, and job descriptions. Nevertheless, organizations tend to rely on the latter in their attempts to understand and improve work practice. We examine one such study. We then relate its conclusions to compatible investigations of learning and of innovation to argue that conventional descriptions of jobs mask not only the ways people work, but also significant learning and innovation generated in the informal communities-of-practice in which they work. By reassessing work, learning, and innovation in the context of actual communities and actual practices, we suggest that the connections between these three become apparent. With a unified view of working, learning, and innovating, it should be possible to reconceive of and redesign organizations to improve all three.

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Metadata

Authors
Brown, J. S., & Duguid, P.
Venue
Organization Science
Publisher
Institute for Operations Research and the Management Sciences (INFORMS)
Published
1991-02
Volume
2
Issue
1
Pages
40-57
ISSN
  • 1047-7039 (ISSN-L)
  • 1526-5455
DOI
10.1287/orsc.2.1.40
OpenAlex
W2150587481
Cited by
8,390
References
1
FWCI
40.73
Type
journal article
Language
en
Open access
closed

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