Hewlett‐Packard Consulting and Integration shows that one size does not fit all

Abstract

PurposeExplains and analyzes community‐based corporate knowledge sharing and organizational learning, the actual use of communities in Hewlett‐Packard Consulting and Integration, and their role in advancing and making the most of knowledge.Design/methodology/approachDraws on interviews with top executives, middle managers and employees.FindingsIdentifies an effective approach to community‐based knowledge sharing and organizational learning at Hewlett‐Packard Consulting and Integration Japan's learning communities.Practical implicationsShows that IT‐based knowledge‐management tools cannot substitute for rich human interaction. This also implies that communities should not become too big, because face‐to‐face communication between all members will barely be possible.Originality/valuePresents a real‐life example of an effective community at the case study organization.