Motivation and barriers to participation in virtual knowledge-sharing communities of practice

  title={Motivation and barriers to participation in virtual knowledge-sharing communities of practice},
  author={Alexander Ardichvili and Vaughn Page and Tim Wentling},
  journal={J. Knowl. Manag.},
  • Alexander Ardichvili, Vaughn Page, Tim Wentling
  • Published 2003
  • Computer Science
  • J. Knowl. Manag.
  • This paper reports the results of a qualitative study of motivation and barriers to employee participation in virtual knowledge‐sharing communities of practice at Caterpillar Inc., a Fortune 100, multinational corporation. The study indicates that, when employees view knowledge as a public good belonging to the whole organization, knowledge flows easily. However, even when individuals give the highest priority to the interests of the organization and of their community, they tend to shy away… CONTINUE READING
    Knowledge sharing and firm innovation capability: an empirical study
    • 1,043
    • PDF
    Learning and Knowledge Sharing in Virtual Communities of Practice: Motivators, Barriers, and Enablers
    • 362
    • Highly Influenced
    Determinants of knowledge sharing using Web 2.0 technologies
    • 342
    • PDF


    Publications referenced by this paper.
    The Strength of Weak Ties
    • 32,757
    • PDF
    Communities of Practice: Learning, Meaning, and Identity
    • 26,145
    • PDF
    Situated Learning: Legitimate Peripheral Participation
    • 39,531
    Social Capital in the Creation of Human Capital
    • 28,124
    • PDF
    "It is what one does": why people participate and help others in electronic communities of practice
    • 1,898
    • Highly Influential
    • PDF
    Exploring internal stickiness: Impediments to the transfer of best practice within the firm
    • 3,914
    • Highly Influential
    • PDF
    Diagnosing cultural barriers to knowledge management
    • 1,744
    Economic Action and Social Structure: The Problem of Embeddedness
    • 24,310
    • PDF