This paper proposes a framework for designing human resource development interventions that facilitate change in professional organizations through promoting learning at the individual and group level. The framework proposed is based on a theory of organizational learning developed by Etienne Wenger (Wenger, 1998) that proposes learning takes place in the context of communities of practice. Communities of practices (CoPs) are groups of professionals that come together in order to build knowledge and practice in their specific field (Wenger, McDermott & Snyder, 2002). At first glance CoPs might appear to be like other, more traditional groups found in organizations, but this is misleading (Bood & Coenders, 2004; Wenger, McDermott, & Snyder, 2002). The major differences between traditional groups and CoPs are that the latter are self-organizing and self-governing (Dekkers et al., 2005; Saint-Onge & Wallace, 2003). In the private sector, CoPs are recognized as an exceptional human resource development (HRD) method for organizations wishing to stimulate learning, promote innovation and facilitate change processes among its employees (Davenport & Prusak, 1998). In this paper I lay the theoretical groundwork for developing CoPs generally, using the case of higher educational organizations as an example where they could be initiated. In order to design these interventions, I propose a model that employs a multi-disciplinary, theoretical approach that bridges the context of the public and private sectors. Furthermore, I report on some preliminary observations of two communities of practice; one that formed during a HRD project specifically centered on communities of practice, and one that was formed as a result of an organization-wide initiative to stimulate employee empowerment during a merger.
This paper proposes a framework for designing human resource development interventions that facilitate change in professional organizations through promoting learning at the individual and group level. The framework proposed is based on a theory of organizational learning developed by Etienne Wenger (Wenger, 1998) that proposes learning takes place in the context of communities of practice. Communities of practices (CoPs) are groups of professionals that come together in order to build knowledge and practice in their specific field (Wenger, McDermott & Snyder, 2002). At first glance CoPs might appear to be like other, more traditional groups found in organizations, but this is misleading (Bood & Coenders, 2004; Wenger, McDermott, & Snyder, 2002). The major differences between traditional groups and CoPs are that the latter are self-organizing and self-governing (Dekkers et al., 2005; Saint-Onge & Wallace, 2003). In the private sector, CoPs are recognized as an exceptional human resource development (HRD) method for organizations wishing to stimulate learning, promote innovation and facilitate change processes among its employees (Davenport & Prusak, 1998). In this paper I lay the theoretical groundwork for developing CoPs generally, using the case of higher educational organizations as an example where they could be initiated. In order to design these interventions, I propose a model that employs a multi-disciplinary, theoretical approach that bridges the context of the public and private sectors. Furthermore, I report on some preliminary observations of two communities of practice; one that formed during a HRD project specifically centered on communities of practice, and one that was formed as a result of an organization-wide initiative to stimulate employee empowerment during a merger.
In this chapter I would like to introduce the knowledge management concept known as communities of practice (CoPs) and show a direct link between CoPs and human resource development (HRD). CoPs are a proven way to effectively manage knowledge as well as promote organizational learning, so it is a logical step to aim HRD initiatives towards developing and supporting them. It is my experience that both the vision and operational goals of an organization’s HR department is exceptionally crucial in designing and supporting a learning organization and that CoPs are one strategy to achieving these goals. The set up of the chapter is as follows; in this section I present some of the advantages that communities can have for the organization and the individual. Then I give an introduction to what CoPs actually are and how they function, followed by a discussion of the link between HRD, CoPs and organizational learning. In section four I look at what kind of support CoPs need in order to thrive and in section five, I expand these concepts to include global communities. The following section looks at how technology enables CoPs – both local and global – and describes general guidelines for deciding which technology is appropriate for facilitating communities. My closing remarks consider the increasing role of Cops in HRM as well as some of their possible down-sides.
De aanvraag betreft het ontwikkelen en verkennen van de marktmogelijkheden van een IT-tool dat de slaagkans van bedrijfsoverdrachten verbetert. De (emotionele) barrières die ondernemers bij de verkoop hun bedrijf tegenko-men worden inzichtelijk gemaakt. Tevens wordt getoetst of de manier waarop ondernemers nu omgaan met die barrières (coping) effectief is. De doelgroep voor het onderzoek zijn overname-adviseurs, kopende en verkopende ondernemers alsmede investeerders.
Aanleiding: De belangstelling voor gezonde en veilige voeding is groot. Bij de gezondheidseffecten van voeding spelen de darmen een cruciale rol. Verschillende soorten bedrijven hebben behoefte aan natuurgetrouwe testmodellen om de effecten van voeding op de darmen te bestuderen. Ze zijn vooral op zoek naar modellen waarvan de uitkomsten direct vertaalbaar zijn naar het doelorganisme (de mens of bijvoorbeeld het varken) en die niet gebruikmaken van kostbare en maatschappelijke beladen dierproeven. Doelstelling Het project 2-REAL-GUTS heeft als doel om twee innovatieve dierproefvrije darmmodellen geschikt te maken voor onderzoek naar voedingsconcepten en -ingrediënten. De twee darmmodellen die worden toegepast zijn darmorganoïden, minidarmorgaantjes bestaande uit stamcellen, en darmexplants bestaande uit hele stukjes darm verkregen uit relevante organismen. Beide modellen hebben potentieel heel uitgebreide toepassingsmogelijkheden en hebben ook grote voordelen ten opzichte van de huidige veelgebruikte cellijnen, omdat ze meerdere in de darm aanwezige celtypen bevatten en uit verschillende specifieke darmregio's te verkrijgen zijn. Gezamenlijk gaan de partners werken aan: 1) het aanpassen van de kweekomstandigheden zodat darmmodellen geschikt worden om de vragen van partners te beantwoorden; 2) het vaststellen van de toepassingsmogelijkheden van de darmmodellen door verschillende stoffen en producten te testen. Beoogde resultaten Kennisconferenties, publicaties en exploitatie van de modellen zullen zorgen voor het verspreiden van de opgedane kennis. Omdat het project gebruikmaakt van moderne, op de toekomst gerichte laboratoriumtechnieken (kweekmethoden met stamcellen en vitaal weefsel, moleculaire analyses en microscopie), leent het zich uitstekend om geïmplementeerd te worden in het hbo-onderwijs. Als spin-off zal het project dan ook voorzien in een specifieke, voor Nederland unieke hbo-minor op het gebied van stamcel- en aanverwante technologie (zoals organ-on-a-chiptechnologie).
Carboxylated cellulose is an important product on the market, and one of the most well-known examples is carboxymethylcellulose (CMC). However, CMC is prepared by modification of cellulose with the extremely hazardous compound monochloracetic acid. In this project, we want to make a carboxylated cellulose that is a functional equivalent for CMC using a greener process with renewable raw materials derived from levulinic acid. Processes to achieve cellulose with a low and a high carboxylation degree will be designed.
