Today’s economy runs on knowledge, and most companies work assiduously to capitalize on that fact. They use cross-functional teams, customer- or product-focused business units, and work groups—to name just a few organizational forms—to capture and spread ideas and know-how. In many cases, these ways of organizing are very effective, and no one would argue for their demise. But a new organizational form is emerging that promises to complement existing structures and radically galvanize knowledge sharing, learning, and change. It’s called the community of practice.
A version of this article appeared in the January–February 2000 issue of Harvard Business Review.
