| Communication problems in new virtual communities with limited face-to-face contact have resulted in a high failure rate in terms of usability and adoption. The purpose of this case study was to explore the communication processes of members in small consulting organizations with regard to using accurate information in a virtual community of practice. Social capital and motivation models of social learning served as the theoretical bases. The focus of the research questions was on using virtual communities of practice in small consulting organizations, particularly internal communication and the advantages and disadvantages of that communication practice. Data were collected through in-depth interviews with open-ended questions from 20 participants who were either staff or administrators in small consulting organizations in northern Virginia. Themes and patterns were extracted from interview transcripts through content analysis, and data were analyzed in relation to the main study questions. Findings indicated that virtual communities of practice could be successful, information sharing could be limited but was evolving, and information shared was generally perceived to be accurate but may not have been routinely updated. The results included positive and negative aspects of the virtual community of practice within an organization, through which the organizational leaders could gain a deeper understanding of the uses of virtual communication in the company. Increased efficiency, improved collaboration strategies, and a deeper understanding of the uses of virtual communities of practice within organizations have implications for positive social change. Recommendations for further research include specific guidelines and an action research project for virtual communities of practice. |
