Communities of practice: Linking knowledge management and strategy in creative firms

Joseph Bashouri, Glen Duncan

Research output: Contribution to journalArticlepeer-review

6 Citations (Scopus)


The increased global demand for knowledge-intensive products and services has led to knowledge and intellectual capital being seen as the organisations most important assets. As a consequence, the deliberate and systematic management of these assets, with expertise, is considered vital for survival in the twenty-first century.
For professional service firms (PSFs) in particular, knowledge is at the heart of operations, and is essential for competition. These firms are seen as an important contributor to economic growth in the current knowledge-based economy. Creative PSFs' competitive edge depends on their ability to synthesise expert creative knowledge to achieve their goals. Organisations involved in architecture, software development and media are examples of these creative PSFs (Canavan et al., 2013).To manage the knowledge that the organisation holds, it is important to select a strategy that is appropriate to the firm's context (Greiner et al., 2007) and link knowledge management (KM) strategy to the organisation overall strategy (Davenport and Prusak, 2000), as this link is integral for KM success in the organisation (Greiner et al., 2007). A community of practice (CoP), where a group of people exchange knowledge about a common interest (Wenger and Snyder, 2000), has been seen as a valuable tool for managing this knowledge.
This article builds on the work of Canavan et al. (2013) on strategy in PSFs. In this paper the authors report on the results of a study conducted in a New Zealand architectural firm to test a conceptual framework on linking strategy with KM in creative PSFs, developed from a review of the literature.
Original languageEnglish
Pages (from-to)49-57
Number of pages9
JournalJournal of Business Strategy
Issue number6
Publication statusPublished - Nov 2014


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