COMMUNITIES OF PRACTICE: THE VDOT EXPERIENCE

The Virginia Department of Transportation (VDOT) has a long and impressive history of dealing effectively with change. Today, the agency faces another fundamental change as its focus shifts away from construction and onto operating and maintaining those roads. A vital part of VDOT's response to...

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Bibliographic Details
Published in:Knowledge Management Review 2008-11, Vol.11 (5), p.10
Main Authors: Clark, Katherine, Hammer, Maureen
Format: Article
Language:English
Subjects:
Collaboration
Communities of practice
Explicit knowledge
Government agencies
Knowledge management
Knowledge sharing
Meetings
Organizational change
Organizational learning
Roads & highways
Succession planning
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Summary:The Virginia Department of Transportation (VDOT) has a long and impressive history of dealing effectively with change. Today, the agency faces another fundamental change as its focus shifts away from construction and onto operating and maintaining those roads. A vital part of VDOT's response to the need for organizational change in this complex environment was to create a KM Division in 2003. Organizational change, for VDOT, has been an ongoing and evolving process, involving an often uncomfortable tension between a traditional and bureaucratic way of doing things (which worked well in the past) and a more business-oriented approach (which is starkly different in terms of methods and objectives). When an organization is able to tap into this new knowledge, then that knowledge can be transformed into organizational knowledge.
ISSN:1369-7633