The book discusses included positive and negative aspects of the virtual community of practice within an organization, through which the organizational leaders could gain a deeper understanding of the uses of virtual communication in the company. Increased efficiency, improved collaboration strategies, and a deeper understanding of the uses of virtual communities of practice within organizations have implications for positive social change. Recommendations for further research include specific guidelines and an action research project for virtual communities of practice.


Excerpts 1:

Virtual communities are a unique development in collective learning that has arisen from technological innovations such as local area networks (LANs), wide area networks (WANs), and the Internet. Collective learning involves the acquisition of new skills and knowledge through the communication and interactions of an organized group of people (Rafaeli, Ravid, and Sorola 2004)


Excerpts 2:

The emergence of the Internet and social media as a serious communication media has opened up new issues and problems in organizational dynamics (Wenger, McDermott, and Snyder 2002).


Excerpts 3:

In general, researchers have considered the quality of communication in virtual setting as inferior to more traditional organizational communication (Ardichvili 2008; Wu 2009). In e-mail, texting, and instant message communications, content tends to be simplified or abbreviated for speed and convenience, which are a priority in virtual settings (Wang and Haggerty 2008). The simpler and more direct a communication is, the more convenient it usually us for all the parties involved, although confusion can ensue.

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