Knowledge diffusion through "strategic communities"

When faced with a global IT infrastructure transition project, Xerox manage rs decided to launch a knowledge-sharing initiative called the Transition A lliance. When fully functional, the Alliance comprised fifty If professiona ls responsible for managing 70,000 desktop workstations, nearly 1,200 serve rs, and networking hardware on five continents. Storck and Hili observed th at community members provided high-quality, validated solutions, handled un structured problems well, and dealt effectively with new developments in ha rdware and software. The authors also point out that the motivation for lea rning and developing at an individual level seemed greater in this communit y structure than in other organizational forms, which has important implica tions for the longer-term job performance of the participants. The Alliance was more than simply a group that mel occasionally to discuss common issues related to a single functional or professional area, it had a defined relationship to formal organizational objectives yet was not forma lly required to report back to headquarters on its activities. Within the A lliance, the communication repertoire was built upon the leadership trainin g required for all Xerox employees. Work processes that developed within th e Alliance supplemented those used elsewhere in the organization. Handling action items, creating meeting agendas, and developing other processes were evidence of the self-directed nature of the group and provided a context f or communication. Storck and Hill identified six guiding principles that were instrumental to Alliance success and are applicable whenever circumstances require organiz ational learning: Design an interaction format that promotes openness and allows for serendip ity. Build upon a common organizational culture. Demonstrate the existence of mutual interests after the initial success at resolving issues and achieving corporate goals. Leverage those aspects of the organizational culture that respect the value of collective learning. Embed knowledge-sharing practices into the work precesses of the group. Establish an environment in which knowledge sharing is based on processes a nd cultural norms that are defined by the community rather than other parts of the organization.