ID254 An Organisational Community of Practice for Impact Acceleration

The Idea

The idea is the development and implementation of an Organisational Community of Practice to accelerate the uptake of Keele research and maximise impact. 

The use of Organisational Communities of Practice (OCoPs) has recently been flagged as a powerful mechanism for driving innovation, uptake of new knowledge from research for impact. Different disciplines at Keele have experience of using CoPs (e.g. in health) (2,3). To navigate successful knowledge mobilisation (KM) in industry settings, firms increasingly recognise the pivotal role of knowledge management in driving innovation (1). It can transform ideas into novel products, services and processes (1). Among KM strategies, communities of practice (CoPs) have emerged as particularly effective in facilitating knowledge sharing and fostering innovation in organisations. The Impact Accelerator Unit in the School of Medicine has developed their use of CoPs in health research and impact (2,3) and experiences can help to set up an Institution wide OCoP. These OCoPs, consisting of individuals who share a common interest or profession, enable the exchange of knowledge and experiences, leading to shared practices and a collective identity (1). OCoPs can also be open to a broader group of stakeholders (students, researchers, public) (4) to continue to get Keele’s world-leading research more widely known.  

1. Haas A, Borzillo S, Bootz J (2026), "Communities of practice and innovation: a review and research agenda". Journal of Knowledge Management, Vol. 30 No. 3 pp. 983–1010, doi: https://doi.org/10.1108/JKM-01-2025-0106  
2. Swaithes L, Paskins Z, Quicke JG, Stevenson K, Fell K, Dziedzic K. Optimising the process of knowledge mobilisation in Communities of Practice: recommendations from a (multi-method) qualitative study. Implement Sci Commun. 2023 Jan 26;4(1):11. doi: 10.1186/s43058-022-00384-1. PMID: 36703232; PMCID: PMC9879236. 
3. Stevenson K, Sarigiovannis P, Finney AG, Cottrell E, Lewis R, Edwards JJ, Hadley-Barrows T, Thomson K, Reay H, Dziedzic KS. Development, spread and impact of primary care and musculoskeletal communities of practice to assist rapid translation of evidence into practice. Musculoskeletal Care. 2021 Dec;19(4):564-569. doi: 10.1002/msc.1552. Epub 2021 Mar 23. PMID: 33755287. 
4. https://op.europa.eu/webpub/jrc/communities-of-practice-playbook/assets/cop_online_version_light.pdf  

Why This Idea Should Be Considered

Increasingly impact is generated through multiple externally facing networks and contexts. It’s difficult for Keele to be in every environment that it needs to be in to optimise impact through trusted and sustained relationships with multiple stakeholders. We need to demonstrate the diversity of impacts and of engagement practices (REF2029). These include: 

• the breadth of ways in which research can reach and make a meaningful difference to as wide as relevant a range of communities and actors 
• diverse engagement practices encompass different types of meaningful interaction with (a wide range of) audiences and partners, across multiple settings or through various channels, which support impact generation. 
• interdisciplinary, transdisciplinary and trans-sectoral impacts, civic, local and regional impacts, preventative impacts, creative and participatory impacts 

A diverse and inclusive OCoP including industry, health, business, culture, policy, life sciences, lived experience, could provide a diverse membership that receives examples of Keele’s research and offers impact pathways for exploitation by Keele and others. The OCoP can review research for impact at any stage of its development. Research would be presented by research teams which would be inclusive e.g. partnership and impact development managers, patient and public members, knowledge brokers, SMEs.

How We Would Implement This Idea

Nominations for membership of the OCoP would be proposed by faculties and Partnerships. Each could identify the top three external members that they felt would offer a diverse and influential view on research impact and selection would be based on the most diverse group of members possible . Terms of reference for the group and the selection of a Chair would be identified. They would convene three times per year and review a rolling programme of research impact presentations from teams. Impact isn’t linear and advocacy from members with influence will accelerate uptake of research further. Progress on actions suggested from one OCoP would be shared in future meetings.

What Success Would Look Like

An OCoP could meet REF2029 objectives and provide: 

• Creative and rigorous avenues to advancing and benefiting from knowledge and innovation 
• A variety of impact ideas, concepts, methods, cultures, environments, outcomes, outputs, engagement and innovation 
• Pathways to securing external funding to see impacts realised 
• Re-imagining ways of knowing and sharing new knowledge with all 
• Diverse and inclusive impact possibilities that propel positive change at all levels