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The impact of Communities of practice the knowledge in adoption of, Strategic Change choices | ||
| journal of Economics And Administrative Sciences/ University of baghdad | ||
| Article 1, Volume 24, Issue 102, 2018, Pages 1-18 | ||
| Abstract | ||
| The research aimed to diagnose and interpretation of impact nature between Communities of practice dimensions (participation and spreading knowledge, confidence, social capital build) deportation strategic change choices (reengineering business process, business re-structuring, business innovation) in construction companies in the Iraqi Ministry of Construction and Housing, the research tested 4 construction companies working in investing sector in Iraq, the research applied on a sample of 102 persons who participated in Communities of practice distributed in several administrative levels (directors, division directors, project directors and engineers) the research used questionnaire as a main tool for data and statistical tools tool to extract the results, testing and analysis. The most significant result of the research is the obvious the impact relationship of Communities of practice in strategic change choices, and there is a validity of correlation research samples and according to these findings has developed a set of recommendations and the most important was: the construction company managers must make more attention on Communities of practice than working as individuals because the trust between the individuals of these groups will become more active when they activate the participation principal and spreading knowledge among them and the more were serious attempts to build social capital through official reports to participate in meeting deals with the reality of the companies and the development of new practices by using practical side of this dialogue, as well as the allocation of special knowledge administration division to care of knowledge management tools and works to facilitate the participation and spreading knowledge among departments during and after the regular meetings based on trust, so as to enhance social capital which is reflected on , Strategic Change choices awareness. | ||
| Keywords | ||
| Communities of practice; Strategic Change choices | ||
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