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ABSTRACT:
The role of the team in design has long been established. Indeed the sheer size of design projects and the consequent range of design skills required makes teams an essential component of most successful design projects today. However, with the ever-increasing globalisation of design and manufacturing, teams are less likely to be co-located, and are increasingly having to work across time and space in virtual teams (Castells 1996). This paper applies Lave & Wenger’s concept of Communities of Practice (1991) to case studies from the European product design, aerospace and construction industries. The authors suggest that whilst technology makes distributed design working possible, it is social practice which can facilitate the sharing of experience and tacit knowledge most effectively. However within present practice the authors observe that there are often barriers to the development of a productive social learning environment.
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