Social Capital in Virtual Learning Communities and Distributed Communities of Practice

Daniel, Ben Kei; Schwier, Richard A.; McCalla, Gordon I.

doi:10.21432/t21s4r

Cited by 139 publications

(54 citation statements)

References 47 publications

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“…Social ties in a community are considered as a social resource and this social resource signifies social capital (Daniel, et al, 2003). In the context of multiple communities, individuals are connected to a variety of communities with different levels of social connectedness.…”

Section: Social Capitalmentioning

confidence: 99%

Learning in multiple communities from the perspective of knowledge capital

Öztürk

Özçınar

2013

IRRODL

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In a learning system, multiple communities represent a networked structure of learning experiences. Individuals belong to multiple communities connected though complex relationships consisting of people, resources, rituals, and ties. Learning occurs as individuals traverse this network from one community to the next. This paper explores the question of how learning occurs in compound communities from the perspective of knowledge capital, that is, the communities' collective knowledge, skill, and perspective, as well as relationships and connections among members. Through interviews conducted with postgraduate students belonging to multiple communities, we identified issues related to conflict between communities, closed-congregation communities, privacy, and reputation. The results have implications concerning social and structural aspects of learning and instructional design in multiple communities.

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Section: Social Capitalmentioning

confidence: 99%

Learning in multiple communities from the perspective of knowledge capital

Öztürk

Özçınar

2013

IRRODL

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“…[11] As a result of this reevaluation and closer examination of the current environment and human capital, we have seen changes happening in the workplace as a result in changes in work processes and technology, we are also seeing changes in social capital. Daniel, Schwier and McCalla (2003) wrote that "Social capital is an imprecise social construct that has emerged from a rather murky swamp of terminology, but it is still useful for exploring culture, society and social networks. The notion of social capital originated from studies of conventional or temporal communities.…”

Section: Training For Expatriatesmentioning

confidence: 99%

“…Social capital highlights the central importance of networks of strong personal relationships that develop over a period of time." [12] As a result, while companies and organizations continue to grow and invest in technology, sometimes employees feel a disconnection between them and their own network of family, friends, and colleagues. Consequently, as they start to interface more with technology, they tend to question their worth and value in their respective places of employment.…”

Section: Training For Expatriatesmentioning

confidence: 99%

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Training Global Managers to Prepare and Train Expatriates for More Efficiency and Effectiveness

Barrett¹

2014

JOEBM

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Abstract-While many employees have become expatriates and traveled thousands of miles to represent their companies and organizations in overseas ventures and start-up new locations, a common problem experienced by many is the lack of proper training and preparation. The cause for this ill-preparation or training can be linked to many different causes, but the aim of this paper will be to focus on what can be done to break down the barriers of miscommunication or improper training (or lack of it) in order to help prepare and training global managers to better prepare their expatriate staff or better efficiency and effectiveness. The paper will examine the past and current ways expatriates have been recruited, selected, and trained for overseas placement. Then there will be a focus on what happens to the expatriate once he or she is overseas and the role and function of the global manager. Finally, the last segment of this paper will look at how expatriates deal with the process of repatriation and if it is effective or note. While some organizations have developed best practices in this area, not all organizations take the time to benchmark what other organizations have been doing to better prepare expatriates and global managers in these areas.Index Terms-Expatriate, global management, online training, virtual management. I. INTRODUCTIONWhat companies have learned over the years in many of their global ventures is that the "wheel does not need to be reinvented," but rather how it is used might be of more use to them in the future. In essence, they have learned from previous mistakes and those mistakes of others that it is important to capture their "learning" for later use and perhaps to save some time and money from more "roadblocks" and "slowdowns" in their business pursuits and expectations. Nonetheless, while many organizations are starting to wake up and realize the importance of having a learning organization that constantly monitors and tries to improve upon its current practices and strategies, as well as reflecting on lessons learned, they are starting to realize that there are some areas that need more improvement than others. For example, while many companies are seeing global ventures, they have learned from past experiences that there may be something missing in their approach and how they apply what they have learned from these errors. According to Senge (1990), "learning organizations [are] organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, Manuscript received June 3, 2013; revised August 6, 2013. Bob Barrett is with the School of Business at American Public University, Charles Town, WV 25414 USA (e-mail: docjob00@msn.com).and where people are continually learning to see the whole together." [1] If companies and organizations tend to step back and realize that specific performance requirements are normally a set of requisites, conditions, and/or ex...

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“…In a virtual setting, social capital is a common social resource that facilitates information exchange, knowledge sharing, and knowledge construction through continuous interaction, built on trust and maintained through shared understanding [4]. Social capital is built on shared social resources including a common identity, familiarity, trust, and a degree of shared language and context among individuals [5,6].…”

Section: Building Social Capital In Copsmentioning

confidence: 99%