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An Analysis of Collaborative Group Structure Technological
Facilitation from a Knowledge Management Perspective
Kevin J. O’Sullivan and Syed W. Azeem
School of Management, New York Institute of Technology, USA kosulliv@nyit.edu sazeem@nyit.edu
Abstract: A range of collaborative group structures are analysed from the perspective of knowledge management enabling technologies. A framework is developed demonstrating the application and role of specific technologies in supporting collaborative group structures including Communities of Practice, Centres of Practice, Special Interest
Groups, Centres of Competence and Communities of Competence. In evaluating the utilisation of such technologies, the nature, purpose and capabilities of such group structures are analysed.
Keywords: communities of practice, knowledge management, communities of competence, knowledge management technologies years, organisations have strived to create more effective ways to get work done and fully utilise the maximum potential of their employees. This paper is focused on establishing a guideline for the use of collaborative structures in terms of increased productivity and the optimisation of innovation. 1. Introduction
It is widely claimed by contemporary organisations that their most valuable asset are their employees, or more precisely the human capital these individuals possess. Human capital (HC) is defined as the “combined capabilities of knowledge, skill, innovativeness and the ability of individuals to meet the task at hand” and intellectual capital (IC), being the value creation aspect, consists largely of human capital as well as intellectual property (O’Sullivan and Stankosky
2004). In the current knowledge based economy, filled with intense competition, globalisation and rapid technological change, IC is the future basis of sustained competitive advantage (Perez and de
Pablos 2003). Ulrich (1998) defines IC, in mathematical terms, as the


References: Burr, R. and Girardi, A. (2002) ‘Intellectual capital: more than the interaction of competence x commitment’, Australian Journal of Management, vol Koh, J. and Kim, Y. G. (2004): Knowledge Sharing in Virtual Communities: an E-Business Perspective. Expert Systems with Applications vol 26 no 1, pp Lave, J. and Wenger, E. (1991) Situated Learning: Legitimate Peripheral Participation, Cambridge, MA: Cambridge University Press. Lesser, E. and Storck, J. (2001) ‘Communities of Practice and Organisational Performance’, IBM Systems Journal, vol. 40, no. 4, pp. Lewis, J., Wright, P. and Geroy, G. (2004) ‘Managing human capital: The study of a self-managed group venturing into the digital economy’, Management Decision, vol Liedtka, J. (1998) ‘Linking Competitive Advantage With Communities of Practice’, Journal of Management Inquiry, vol. 8, no. 1, pp Mohamed, M., Stankosky, M. and Murray, A. (2004), ‘Applying knowledge management principles to cross-functional team performance’, Journal of Knowledge Management, vol O’Sullivan, K. and Stankosky, M. (2004) ‘The impact of knowledge management technology on intellectual capital’, Journal of Information and Knowledge Management, vol O 'Sullivan, K. (2005) ‘Creating Competitive Advantage from Human Resource and Human Capital Management through Knowledge Engineering’, WSEAS Transactions on Business and Economics, vol Perez, J. and de Pablos, P. (2003) ‘Knowledge management and organisational competitiveness: a framework for human capital analysis’, Journal of Knowledge Management, vol Sharkie, R. (2003) ‘Knowledge creation and its place in the development of sustainable competitive advantage’, Journal of Knowledge Management, vol Smith, E. (2001) ‘The role of tacit and explicit knowledge in the workplace’, Journal of Knowledge Management, vol. 5, no. 4, pp. Smith, E. (2005) ‘Communities of Competence: new resources in the workplace’, Journal of Workplace Learning, vol. 17, no. 1/2, pp Ulrich, D. (1998) ‘Intellectual Capital = Competence x Commitment’, Sloan Management Review, vol. 39, no. 2, pp. 15-25. van Marrewijk, M. and Timmers, J. (2003) ‘Human Capital Management: New Possibilities in People Management’, Journal of Business Ethics, vol Wenger, E., McDermott, R. and Snyder, W. (2002) Cultivating Communities of Practice: A Guide to Managing Knowledge, Boston: Harvard Business. Zarraga, C. and Garcia-Falcon, J. (2003) ‘Factors favoring knowledge management in work teams, Journal of Knowledge Management, vol
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