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This study explored the development of teacher leadership in collaborative online spaces, also called virtual communities of practice (vCoP). Employing a phenomenological research design with semi-structured interviews as the primary data collection method, participants were drawn from a single vCoP. The findings underscored the pivotal role of vCoPs in nurturing teacher leadership skills, facilitated by the dynamic interplay of teacher agency and distributed leadership. Teacher agency empowers educators to proactively take control of their learning journey within vCoPs, enabling them to explore areas of personal interest and expertise, including knowledge sharing and project initiation. Simultaneously, distributed leadership empowers teachers to assume leadership roles within the vCoP, irrespective of their formal positions or seniority, involving activities such as guiding discussions and organizing professional development. This harmonious collaboration between teacher agency and distributed leadership fosters a collaborative and inclusive environment within vCoPs, where teacher leadership thrive.

The purpose of this study was to investigate the perceived effectiveness of a virtual community of practice (vCoP) designed to support knowledge and expertise sharing between K-12 teachers during Covid-19 pandemic. Besides, it aimed at exploring the potential of such vCoPs in delivering effective professional development, in general, and during crisis in particular. The vCoP was developed by the researcher herself as part of a consultancy to the UNESCO. The sample included 696 participants who were members of the vCoP. The research methodology adopted was mixed methods. Quantitative data was collected through surveying; and qualitative data was collected through 8 focus group interviews each involving 6 participants. Statistical analysis was used to analyze survey data, while interviews data was analyzed using theme-based analysis. Findings showed that participants viewed vCoPs as effective tools for e-professional development in general and during crisis in particular. Facilitators and blockers confronting vCoP nourishment are presented and discussed. Discussions and conclusions are offered at the end of the study.

Background Communities of Practice are formed by people who interact regularly to engage in collective learning in a shared domain of human endeavor. Virtual Communities of Practice (VCoP) are online communities that use the internet to connect people who share a common concern or passion. VCoPs provide a platform to share and enhance knowledge. The Policy Circle is a VCoP that connects mid-career professionals from across Canada who are committed to improving healthcare policy and practice. We wanted to understand the perceived value of the VCoP. Methods We used qualitative and quantitative survey research to explore past and current Policy Circle members’ thoughts, feelings, and behaviours related to the program. Our research was guided by the Value Creation Framework proposed by Wenger and colleagues. Three surveys were created in collaboration with stakeholders. Data were analyzed within cohort and in aggregate across cohorts. Qualitative data was analyzed thematically, and quantitative data was analyzed using descriptive statistics (means of ranked and scaled responses). Results Survey participation was high among members (Cohort 1: 67%, Cohort 2: 64%). Participants came from a variety of disciplines including medicine, health policy, allied health, and nursing, with most members having a direct role in health services research or practice. The program was successful in helping participants make connections (mean = 2.43 on a scale from 1 to 5: 1 = yes, significantly, 5 = not at all); variances in both qualitative and quantitative data indicated that levels of enthusiasm within the program varied among individuals. Members appreciated the access to resources; quarterly meetings (n = 11/11), and a curated reading list (n = 8/11) were the most valued resources. Participants reported the development of a sense of belonging (mean = 2.29) and facilitated knowledge exchange (mean = 2.43). At the time of this study, participants felt the program had minor impact on their work (mean = 3.5), however a majority of participants (50%) from Cohort 2 planned to acknowledge the program in their professional or academic endeavours. Through reflective responses, participants expressed a desire for continued and deeper professional network development. Conclusions The Policy Circle was successful in facilitating knowledge exchange by creating a community that promoted trust, a sense of belonging and a supportive environment. Members were satisfied with the program; to promote further value, the Policy Circle should implement strategies that will continue member participation and networking after the program is finished.

This study explores the potential of virtual communities of practice (vCoPs) in fostering leadership growth that aligns with the diverse needs and challenges faced by school principals. The study employs a qualitative research design, and conducts semi-structured interviews with 16 school principals from K-12 schools belonging to the Gulf Cooperation Council (GCC) region. Findings suggest that vCoPs offer a rich environment for school principals to engage in collaborative learning, knowledge sharing, and professional networking, all of which contribute to their differentiated leadership development. Findings suggest that vCoPs offer flexible personalized learning paths that can support instructional, digital, and distributed leadership development of school principals. This advancement is made possible by creating a supportive and secure environment that is fortified by resilience, group cohesion, and robust feedback mechanisms. Additionally, vCoPs contribute to leadership development by fostering collective efficacy, cultivating shared beliefs in driving positive change, and disseminating these principles throughout the educational leadership community via social influence.

Knowledge sharing is essential for a person to grow individually and professionally. In recent years, international businesses have tended to realize the importance of having a good knowledge management system in place. The COVID-19 pandemic, back in 2020 brought a shift to the way of how companies operate with the majority turning to remote work. As a result, companies needed to adapt their knowledge sharing strategies to more remote possibilities. To guarantee that the employees are sharing their knowledge and are able to learn from others, more businesses started to adopt innovative tools for knowledge sharing. One of such tools is virtual communities of practice that brings a chance for employees to have a collaborative tool where they are connected with likeminded people. The objective of this article is to provide recommendations for ensuring knowledge sharing through virtual communities in international business organizations. To achieve this objective, potential knowledge sharing practices in the context of international business are discussed. Additionally, an original research methodology based on virtual ethnography for identifying knowledge sharing practices in an international business organization is presented, and the qualitative research findings are discussed and interpreted.

This mixed-methods observational study analyzes Advanced Placement (AP) Biology teachers’ engagement in microblogging for professional learning. Data from three hashtag-based Twitter communities—#apbiochat, #apbioleaderacad, and #apbioleaderacademy (121 users; 2,253 tweets)—are analyzed using educational data mining, qualitative two-cycle content analysis, social network analysis, linear and logistic regression analyses, and hierarchical linear modeling. Results indicate that teachers’ use of Twitter reflects aspects of high-quality professional development. Notably, Twitter’s nonhierarchical organization affords shared content creation and distribution. Additionally, Twitter allows for different temporal participation patterns and supports the personalization of learning experiences aligned to teachers’ needs and preferences. Furthermore, teachers frame their interactions on Twitter positively—thus, creating a supportive environment for professional learning that might reduce perceived professional isolation. Based on this analysis, policymakers and school leaders should feel comfortable encouraging teachers to use microblogging as part of their professional learning activities.

The COVID-19 pandemic has transformed life globally. So too, teaching and learning in higher education have transformed to include technology-based pedagogy and online learning to curb the spread of the contagious Coronavirus. In the era of the 21st century, technology-based pedagogy is important for supporting teaching and learning. In mathematics higher education contexts, coupled with embracing abstract concepts in mathematics, there are different notions of what it means to include technology-based pedagogy during the COVID-19 pandemic. This qualitative study explored 38 postgraduate students’ experiences and perceptions of using technology-based pedagogy during the COVID-19 pandemic. These participants were mathematics education students and practicing mathematics teachers at schools in South Africa. The theory of virtual communities of practice framed this study. Participants were invited to two interactive virtual workshops using various technology-based pedagogy during the COVID-19 pandemic. Subsequently, these participants were invited to participate in online interviews focusing on their experiences and perceptions of technology-based pedagogy for learning mathematics education. This study reveals the challenges and strengths of using technology-based pedagogy for learning mathematics education during COVID-19. These results are relevant when considering perceptions, experiences, and implications of technology-based pedagogy for sustainable mathematics education during and post-COVID-19.

Background As telemedicine adoption increases, so does the importance of building cohesion among physicians in telemedicine teams. For example, in acute telestroke services, stroke specialists provide rapid remote stroke assessment and treatment to patients at hospitals without stroke specialty care. In the National Telestroke Program (NTSP) of the U.S. Department of Veterans Affairs, a virtual (distributed) hub of stroke specialists throughout the country provides 24/7 consultations nationwide. We examined how these specialists adapted to distributed teamwork, and we identified cohesion-related factors in program development and support. Methods We studied the virtual hub of stroke specialists employed by the NTSP. Semi-structured, confidential interviews with stroke specialists in the virtual hub were recorded and transcribed. We explored the extent to which these specialists had developed a sense of shared identity and team cohesion, and we identified factors in this development. Using a qualitative approach with constant comparison methods, two researchers coded each interview transcript independently using a shared codebook. We used matrix displays to identify themes, with special attention to team cohesion, communication, trust, and satisfaction. Results Of 13 specialists with at least 8 months of NTSP practice, 12 completed interviews; 7 had previously practiced in telestroke programs in other healthcare systems. Interviewees reported high levels of trust and team cohesion, sometimes even more with their virtual colleagues than with co-located colleagues. Factors facilitating perceived team cohesion included a weekly case conference call, a sense of transparency in discussing challenges, engagement in NTSP development tasks, and support from the NTSP leadership. Although lack of in-person contact was associated with lower cohesion, annual in-person NTSP meetings helped mitigate this issue. Despite technical challenges in establishing a new telehealth system within existing national infrastructure, providers reported high levels of satisfaction with the NTSP. Conclusion A virtual telestroke hub can provide a sense of team cohesion among stroke specialists at a level comparable with a standard co-located practice. Engaging in transparent discussion of challenging cases, reviewing new clinical evidence, and contributing to program improvements may promote cohesion in distributed telemedicine teams.

PurposeVirtual communities of practice (VCoPs) supported educators during the COVID-19 pandemic and the resurgent movement for racial justice that arose in 2020. Four VCoPs offered a venue for practitioners and researchers to develop social capital in the face of pandemic and persistent institutional racism.Design/methodology/approachResearchers conducted semi-structured interviews with organizers of four VCoPs and collected supporting documentation from those organizers.FindingsVCoP organizers created opportunities to develop bridging and bonding capital of equity- and justice-focused educators.Research limitations/implicationsThe analysis points toward the affordances of VCoPs in crisis response and equity leadership.Originality/valueThis original analysis extends work on communities of practice, generally, virtual communities of practice, and equity leadership development.

The lack of osteoporosis treatment initiation after fragility fractures is a significant gap, especially in primary care. It is unclear whether barriers for primary care physicians (PCPs) arise from uncertainty about investigations, treatment initiation, or medication side effects. Key questions remain about whether active learning platforms improve treatment initiation rates better than passive methods and how PCP demographics affect learning outcomes. With PCPs increasingly using web-based platforms for continuing professional development due to time constraints and heavy workloads, an interactive community fracture capture (CFC) tool may serve as an effective alternative to in-person learning. Our CFC pilot study tested this new program's design and content, showing promising potential. We aim to evaluate the interactive, case-based, web-based CFC Learning Hub, examining user acceptance and engagement with the platform, focusing on participants' interactions, satisfaction levels, and overall experience. Participating PCPs are recruited through Praxhub, a web-based medical education platform, and provide electronic consent for data use after deidentification. They have been allocated into small groups (12-20 members) and join the CFC Learning Hub, a secure web-based community. This hub includes a web-based discussion forum with participant-contributed case studies and a knowledge repository. Over the 6-week program, participants will receive weekly modules with instructions, resources, discussion threads, and quizzes, along with interactive discussions moderated by experienced PCPs and physicians. The platform also hosts web-based surveys that, in combination with platform analytics, allow assessment of baseline knowledge gaps, level of activity or engagement, and improvements following the course completion. This study protocol demonstrates the creation and proposed evaluation of the CFC Learning Hub, featuring an interactive, case-based, small-group web-based learning platform equipped with flexibly scheduled, tailored modules to address the fracture treatment gap within the community. Both qualitative (via thematic analysis) and quantitative (by using 2-tailed paired t tests, Wilcoxon signed rank tests, and multivariable regression analysis) analyses will be used to assess levels of engagement and acceptance and changes in PCPs' knowledge and confidence after engagement with the CFC Learning Hub. Recruitment of participants started in May 2022. Data collection, analysis, and reporting will be completed following the completion of four 6-week cycles of the program. The study described in this protocol will provide important insights into the function and effectiveness of the CFC Learning Hub. This information will guide the expansion of the program. This initiative offers a simple digital solution for promoting current bone health practices tailored to PCPs' needs and thereafter to expand the rollout of the e-learning hub and implementation of fracture liaison models at a primary care level in Australia and elsewhere. Future applications may extend to other clinical areas and professions. DERR1-10.2196/57511.