About This Publication
The results of an innovative survey of the social context in which workplace learning takes place and its impact on performance.
The term ‘community of practice’ describes the ways in which people work and learn in organisations. It comprises three dimensions: mutual engagement; joint enterprise; and shared repertoire. This book is based on evidence taken from 1,899 employee interviews: it maps where communities of practice are strongest and weakest, and what consequences they have for work performance.
The term ‘community of practice’ describes the ways in which people work and learn in organisations. It comprises three dimensions: mutual engagement; joint enterprise; and shared repertoire. This book is based on evidence taken from 1,899 employee interviews: it maps where communities of practice are strongest and weakest, and what consequences they have for work performance.
Contents
| Chapter 1 | Introduction |
| Chapter 2 | Results |
| Chapter 3 | Conclusion |
| References | |
| Appendix A | Survey design |
| Appendix B | Questionnaire |
| Appendix C | Tables |