Health Services Management Research > Volume 22, Number 3 > Pp. 122-128

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The individual and organizational commitments needed for a successful diabetes care community of practice

John Gibson ^*  and David Meacheam   

* Learning and Development Team, Medicare Australia; Management at the School of Business and Management, University of Newcastle, Callaghan NSW, Australia

E-mail: David.Meacheam{at}newcastle.edu.au

Through a qualitative case study of a regional diabetes care programme in New South Wales, Australia, this article examines the phenomenon of communities of practice (CoPs) within organizations, with a specific focus on identifying the commitments required from both individuals and organizations in order to produce a successful CoP. The CoP literature suggests that ‘commitment’ is essential, yet the exact nature of this ‘commitment’ has not been identified. This study aims to discover what these commitments are. From the research data, key individual and organizational commitments are identified. The individual commitments needed are (in rank order of significance): a personal commitment to the aim of the CoP; a commitment to knowledge-sharing with others; a commitment to knowledge-seeking from others; effective management of personal relationships with others in the CoP; and understanding of the roles of other members. At the organizational level, the commitments needed are a good fit between the purposes of the CoP and the aims of the organizations employing the CoP members, a commitment to research regarding the CoP's activities, sufficient funding of the work of CoP members, continuing practical and political support to the CoP and facilitation of innovation within the CoP. Recommendations are made relating to the practical significance of the findings of the study. The implications of the findings are assessed relative to other health-service CoPs.

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