Communities of Practice Supporting Research and Technological
Development
A Practical Case at Electrical Sector in Mexico
Yasmín Hernández
1
, Salvador González-Castro
2
and G. Arroyo-Figueroa
1
1
Gerencia de Tecnologías de la Información, Instituto de Investigaciones Eléctricas, Reforma 113, Cuernavaca, Mexico
2
División de Tecnologías Habilitadoras, Instituto de Investigaciones Eléctricas, Reforma 113, Cuernavaca, Mexico
Keywords: Communities of Practice, Innovation, Knowledge Management, Research, Technological Development.
Abstract: The IIE is devoted to innovation, technological development and applied scientific research. In order to
increase productivity and to anticipate the needs of electrical sector, IIE is promoting collaboration and
sharing of knowledge, ideas and experience among researchers through communities of practice.
Communities of practice enable creating and sharing of knowledge and its application in the development of
research projects, realize and anticipate problems, and devised new research lines to be undertaken. To
impulse communities of practice, several efforts have been conducted, such as funding, talks by experts,
defining success indexes and regulations and the development of an information system based on Web
technologies. The Web system supports distance collaboration and sharing of documents. This paper
presents an approach to implement communities of practice.
1 INTRODUCTION
In the global context, companies require endlessly
for new knowledge in order to be innovative and
competitive. Usually, this new knowledge comes
from academic education and training of personnel;
however, companies need to learn from their own
experience. They also need means to manage their
own knowledge, this includes means to generate,
share and transfer it. The Electrical Research
Institute (IIE, for the Spanish Instituto de
Investigaciones Eléctricas) is a public company
devoted to innovation, technological development
and applied scientific research, in order to develop
technologies for the electrical and oil industries. Its
mission is to promote and support innovation
through value-added applied research and
technological development (IIE, 2013).
IIE’s researchers are specialized in several fields
of sciences and technology. They develop high
quality projects. Most of these projects are multi-
disciplinary and include researchers from different
departments. IIE identified that workgroups work
isolated often without noticing what other
workgroups are doing; sometimes trying to solve
similar problems. To promote knowledge sharing a
knowledge management model is being
implemented. Through several strategies, this model
enables to generate, identify and share resources of
knowledge across departments and divisions.
Communities of practice are an important
knowledge management strategy which contributes
to organization’s strategic direction; they enable
expertise to be transferred across organization and
encourage the discussion of effective solutions to a
range of problems (Wenger and Snyder, 2000).
At IIE, communities of practice are groups of
researchers who meet regularly to share specialized
knowledge and learn together. They apply this
knowledge in the development of innovative
projects, products and services to be delivered to
customers.
Formerly, informal groups of researchers met up
to talk about an interesting paper or final outcomes
of a project for instance. However, researchers did
not collaborate, and it was difficult to know if
researchers applied this knowledge in their projects.
These groups have received recognition and
resources to create formal groups with the aim to
produce knowledge and results aligned with
strategic vision. Provided resources includes a Web
system to support collaboration.
332
Hernández Y., González-Castro S. and Arroyo-Figueroa G..
Communities of Practice Supporting Research and Technological Development - A Practical Case at Electrical Sector in Mexico.
DOI: 10.5220/0004858303320337
In Proceedings of the 10th International Conference on Web Information Systems and Technologies (WEBIST-2014), pages 332-337
ISBN: 978-989-758-023-9
Copyright
c
 2014 SCITEPRESS (Science and Technology Publications, Lda.)

Communities of practice has been identified as a
key to improving performance, therefore a growing
number of people and organizations in various
sectors are now focusing on them (Wenger,
McDermott and Snyder, 2002).
This paper presents the efforts in promoting
communities of practices in the IIE. The rest of this
section presents a brief description of the context of
communities of practice. Sections 2 and 3 describe
how communities of practice are integrated and how
they work. In section 4, a Web system for
communities of practice is described. Section 5
outlines how we are planning to measure
communities of practice’s success. Finally,
conclusions and future work are presented in Section
6.
1.2 Knowledge Management
The knowledge management model is based on a
broadly accepted definition, it points out that
knowledge management is the process of managing
the corporation's knowledge through a
systematically and organizationally specified
process for acquiring, organizing, sustaining,
applying, sharing and renewing both the tacit and
explicit knowledge of employees to enhance
organizational performance and create value
(Davenport and Prusak, 2000).
The model is intended to increase productivity
and competitiveness through collaboration, and turns
around seven supports: communities of practice,
technological repository, relational capital,
innovation management, intellectual property,
competence management and human capital (IIE,
2013). Figure 1 shows the knowledge management
model.
Figure 1: Knowledge management model.
The main domains of the system of knowledge are
lined up with the technological development areas of
the IIE, which in turn are aligned with the strategic
planning of electrical and energy sectors in México.
The principal customer of IIE is the Federal
Electricity Commission (CFE) which is a company
created and owned by the Mexican government. It
generates and distributes electric power for almost
35.3 million customers what represents almost 100
million people (CFE, 2013). Thus, the domains of
knowledge support electricity generation processes,
such as: energy efficiency and energy savings, use of
renewable energy sources, use reduction of fossil
fuels and climate change mitigation.
2 COMMUNITIES OF PRACTICE
Communities of practice are a fundamental
component of knowledge management because they
join people to share knowledge and learn together
about common topics of interest; they manifest the
importance of social interaction in learning. The
term “communities of practice” was coined by
Etienne Wenger and Jean Lave (Lave & Wenger,
1991) and it is defined as groups of people who
share a concern, a set of problems, or a passion
about a topic, and who deepen their knowledge and
expertise in this area by interacting on an on-going
basis (Wenger, McDermott and Snyder, 2002).
A community of practice (CoP) has three
essential components: domain, community and
practice (Wenger, McDermott and Snyder, 2002).
Domain is the definition of the technological or
research area of shared interest. In the IIE, domain
corresponds or is lined up with the technological
development lines of the IIE. The community is the
group of researchers with a sense of belonging to it.
CoPs are shaped across the organizational structure;
therefore, CoPs are multidisciplinary and
interdepartmental groups. The practice is given in
terms of projects development which in turn
originates a body of knowledge, methods, stories,
cases, tools, documents, etc. The body of knowledge
is produced and applied in the development of
projects, which mainly consist in applied research
and technological development. Figure 2 shows
these components.
We have adopted a bounded definition: a CoP is
a group of researchers constituted to develop
specialized knowledge on a strategic theme based on
shared learning and joint reflection about practical
experiences (Hernández, Arroyo-Figueroa and
González-Castro, 2013).
Knowledge
Management
Technological
repository
Relational
capital
Innovation
Intellectual
property
Competences
Communities
ofpractice
Human
capital
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Figure 2: CoP components.
In some way, CoPs are not new in the IIE, since
along its 35 years of live, several homogenous
groups of researches have regular meeting to talk
about several problems or to share knowledge and
experience. These informal meetings were plenty of
knowledge but most times, the knowledge was only
in the verbal channel, but there was no history on
how a problem was solved or how the knowledge
was applied. On the other hand, researchers worked
isolated in their projects and the knowledge and
experience was no shared, even there were other
projects facing similar problems. Moreover,
sometimes research projects were no line up with
strategic topics. Consequently, it was noticed the
need to capture or retain that knowledge and to focus
on topics around strategic lines with the aim to
innovate.
As a result of these needs and the strategic
planning, it was launched the innovation
development programme (PDI, for the Spanish
Programas de Desarrollo de Innovación). PDI
aimed at the development of lines of research to
support the competitiveness. A PDI involved a set of
elements, such as projects, funding, laboratories,
researchers, students, potential customers, and so on
which are intended to support the development of a
research line.
PDIs made evident the need for mechanisms to
establish guidelines and responsibilities for
knowledge management and innovation. As a result,
communities of practice were initiated, as groups of
researchers to develop specialized knowledge on
strategic topics.
Communities of practice are formed with the
purpose of working on strategic topics associated
with lines of technological development. CoPs
Members share experiences and explore new
technologies to detect opportunities, where IIE, its
customers and potential customers, may have a
competitive advantage. In this way, CoPs support
institution and its customers’ competitiveness; at the
same time CoPs supports professional development
of members of CoPs. To achieve the objectives,
communities of practice share knowledge,
experiences and learning based on joint reflection.
The process to implement and shape CoP started
with strategic goals statements and required core
competencies, business processes, and key activities.
These requirements were analyzed in terms of
critical knowledge domains. Then potential CoPs
members were identified. A requirement is people’s
interest and need for this knowledge for their work.
Also the passion and attitude is important for the
success of CoP. Finally, it was analyzed how to
connect them into communities of practice in such a
way they can share and generate knowledge. A CoP
creation is strongly supported in energy sector and
IIE strategic planning. Figure 3 shows the process to
shape a CoP.
Figure 3: CoP process.
As we mentioned, a frequent problem was
researchers worked alone and regularly the
knowledge was not shared or reused; and, most
times when a project finished, projects team split.
Therefore there was necessity for CoPs composed by
researchers from several departments and divisions
participating in different projects, but with a
permanent relationship in the CoP. Figure 4 explains
this organization, in a schematic way.
In this way, a community of practice is a group
of researchers constituted to develop specialized
knowledge on a strategic topic. Currently, in the
Enabling Technologies Division there are about 12
communities of practice and more than 100
researchers participating. Table 1 presents a list of
CoPs.
DOMAIN
COMMUNITY
PRACTICE
IIE
strategic
planning
Energysector
strategic
planning
Customersneeds
Strategictopics
Communitiesof
Practice
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Figure 4: Horizontal organizational structure of CoP.
Table 1: List of communities of practice.
Communities of practice
1 Systems for detection, diagnosis, prediction and
remediation faults
2 Development of real and virtual sensors
3 Network and communication devices for process
and elements monitoring
4 Smart grids
5 Virtual reality
6 Intelligent learning environments
7 Technologies for training simulators
8 Generation substation automation
9 Graphical interfaces
10 Business intelligence
11 Mechatronics
12 Power electronics
3 CoP OPERATION
To foster communities of practice, we have followed
the guidelines proposed by Wenger (Wenger,
McDermott and Snyder, 2002) but we have put some
formal mechanism to monitoring CoP. We have a
process document and a regulations document.
The process document establishes guidelines to
create, update and cancel communities of practice.
The regulations document establishes a minimum of
guidelines for operation and monitoring of
communities of practice.
CoPs can be set up with researchers who are
interested in the domain of CoP. Preferably the
members of a CoP must be knowledgeable in the
subject matter and be experienced to support the
work of the CoP, or to have the potential to get
professionally developed in the subject domain.
Communities of practices are constituted by a
coordinator, a secretary and members. All of them
must have the above characteristics.
To achieve goals, CoPs have some functions to
be conducted; these functions start with the
definition of short and medium term objectives of
the CoP, establishing the strategies required to
achieve them. The CoP members have to elaborate
some documents such as a technical background
document, the state of the art and practice document
of the CoP domain and a calendar of activities.
These documents have to be updated annually. The
knowledge, experiences and results of the CoP are
intended to be shared; therefore CoP members have
to document them through regular reports. An
important CoPs function is the analysis of relevant
issues and problems of the CoP domain and to
propose innovative methods of solution. Also CoPs
have to identify and propose the development of
innovative products and services by conducting
preliminary technical and economic feasibility
studies. To promote standardization across projects
and departments, CoPs have to identify appropriate
development platforms. As specialists, CoP
members recommend actions in accordance with the
direction of technology and the results obtained.
CoPs has a close interaction with the
development of research projects, since the results,
products and learning of a CoP are applied in their
development and in turn, the knowledge generated
in the project is shared in the CoP. Figure 5 depicts
the functions and operation of a CoP.
Figure 5: CoP operation and functions.
We think that for a CoP to be successful, it has to
have a formal status in the organization, but
members have to feel independent to work and to
meet and to be creative. Therefore, we try to
formalize the results they already produce before
belonging to a CoP and they have autonomy to
organize the work inside the CoP.
Another important point in the implantation of
CoPs is resources allocated to achieve objectives.
DepartmentDepartmentDepartment
Project
Project
Project
Project
Project
Project
CoP Sensors
CoP IntelligentLearningEnvironments
CoP VirtualReality
CoP SmartGrids
Researchtopic
GOAL
Relevant problems
Projection surveys
Technological niches
Strategies
Innovative methods
Feasibility surveys
Innovative topics
Recommendations
Innovative products
ResearchProject
Communityofpractice
Documentationofexperiencesandresults
State of the art and practice
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CoPs need financial and material resources but also
they need support, coaching and logistic assistance.
To support CoPs, we have implemented talks
with researchers with potential to belong to a
specific CoP. In these talks we try to explain the
benefits of a CoP base on knowledgeable literature
and successful cases. We try to fit all these theories
on own experience and history, since, as we already
mentioned, CoP are not new in IIE.
Thus far we have depicted the regulations and
procedure for CoP, in which we tried to sensitize
research staff about the impact of CoP in the projects
development and in personal development. We have
supported the beginning of CoPs, by helping in
selection of coordinators and secretaries. Annually,
we have met with each CoP to discuss about its
results and resources. We have tried to monitor the
functioning of the CoP.
4 WEB INFORMATION SYSTEM
In order to achieve goals, CoPs requires some means
to support CoPs members collaboration, therefore an
information system was developed based on Web
technologies.
This system supports CoP members in basic
activities, such as to register objectives, active
members, technical documents and an activities
calendar. Figure 6 shows a screenshot of the
information system. Information about Virtual
Reality CoP is shown.
The system has facilities to load current technical
documents, activity reports and memorandums of
meetings agreements and to keep track their lifetime.
Moreover, the members can keep their own activity
record and a vita which includes their production.
The system has public and private sections. In
the public section non-members can ask questions to
CoP members, to access open documents and to
know current topics being discussed. In the private
section, members can initiate blogs, monitoring
activity and documents elaboration.
The activities of the projects frequently requires
research work field, therefore we provide with the
electronic resources for virtual meetings to use when
researchers are away from office.
The principal users are: CoP coordinator, CoP
secretary, CoP members and manager for the CoP
process. A detailed description of the system can be
found in (Argotte, 2014).
Figure 6: Communities of practice information system (In Spanish).
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5 ACTIVITY INDICATORS
Since it is difficult to see whether or not a
community of practice is working or it is successful
just in terms of learning, we establish a list of
indicators of activity and success for each particular
CoP. These indicators are not supposed to be
completely accomplished, but these indicators are
mainly important to know if the CoP requires
support or if it has to be reconfigured. Indicators
allow knowing whether a CoP is working, how we
have to support it and what resources are needed.
Some of these indicators are:
1. CoP is composed by coordinator and secretary
and at least four additional members.
2. Members understand the CoP mission and aims.
3. Members have elaborated an annual work
schedule.
4. Members have elaborated a state and practice of
art document and it is annually updated.
5. Members enthusiastically collaborate in the tasks
assigned.
6. CoP meets twice a year at least.
7. CoP has generated ideas which have resulted in
projects or projects proposals.
8. CoP members have identified and defined an
innovative product.
9. CoP has a network of contacts which includes
customers, suppliers, specialists, research
centers.
10. CoP members have organized events where
external experts are invited to share experiences.
11. CoP members have generated ideas, initiatives or
proposals, which have led to the development of
projects whose products, are liable to be
protected by patents or copyrights, or suitable for
technology transfer.
6 CONCLUSIONS AND FUTURE
WORK
The IIE is conscious of the importance of having a
knowledge management system and it is concerned
about competitiveness and providing innovative
products and services. Therefore it has implemented
several mechanisms to motivate the generation and
sharing of knowledge.
The communities of practice respond to these
needs, motivating the knowledge sharing between
colleagues. CoPs help to keep the knowledge on the
cutting edge, deploy it, leverage it in operations, and
spread it across the organization.
We have initiated the process of fostering CoP in
the research personnel of the Enabling Technologies
Division of the IIE which comprises four
departments. Also, we are planning and working on
expanding the model to reach the whole IIE to
include all business processes.
A Web information system has been used to
support CoP work, this system is being updated to
include some researcher comments in order to be
more supportive and user-friendly. This new
functionalities includes emails alarms, chats.
In this paper, we presented the work and results
at Enabling Technologies Division.
Communities of practice at IIE are the result of
IIE efforts to develop and deliver innovative
products and services to its customers; and it is
expected CoP are consolidated in a medium term.
ACKNOWLEDGEMENTS
Authors would like to thank DTH/IIE researchers
and managers for many useful discussions on the
definition of the communities of practice model; also
we would like to thank Guillermo Rodríguez and
Miguel Pérez for their comments on previous
versions of the paper.
REFERENCES
Argotte, L. 2014. Communities of practice module.
Internal report in Spanish, Instituto de Investigaciones
Eléctricas.
CFE Comisión Federal de electricidad, 2013, The
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http://www.cfe.gob.mx.
Davenport, T. H., Prusak, L., 2000, Working knowledge:
How organizations manage what they know. Boston,
MA: Harvard Business School Press.
Hernández, Y., Arroyo-Figueroa G. and González-Castro,
S., 2013. Method for forming, update and cancel
communities of practice. Internal report in Spanish,
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IIE, 2013. Instituto de Investigaciones Eléctricas.
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Lave, J., Wenger, E., 1991. Situated Learning: Legitimate
Peripheral Participation. Cambridge University Press.
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