Dissertation/Thesis Abstract

Building a sustainable learning and development culture through communities of practice
by Atwood, John, M.S., Pepperdine University, 2013, 87; 1541700
Abstract (Summary)

The world has become considerably smaller through the effects of technology, media, science, transportation, the Internet, and the spread of global commerce. There has been a great deal of discussion about how to manage knowledge and foster individual, group, and organizational learning. The purpose of this study was to investigate the practices and behaviors that led to the formation of communities of practice (CoPs) in a multinational corporation, their impact on distributed global offices, and their influence on a learning and development culture. The study addressed the following question: What impact do CoPs have on a multinational corporation's learning and development culture? Using a mixed methods research design, the study found that CoPs socialized learning throughout distributed offices, they contributed to localized learning-focused identity, and shifted the corporation's learning and development culture towards a blend of clan and adhocractic cultures.

Indexing (document details)
Advisor: Worley, Christopher G.
Commitee: Feyerherm, Ann E.
School: Pepperdine University
Department: Organizational Development
School Location: United States -- California
Source: MAI 52/01M(E), Masters Abstracts International
Subjects: Behavioral psychology, Organization Theory, Organizational behavior
Keywords: Communities of practice, Knowledge management, Learning and development culture, Multinational corporations, Organization culture
Publication Number: 1541700
ISBN: 9781303247613
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