Defining and Improving the Role of Facilitators within a Knowledge Management Tool

Abstract

Community of Practice (CoP) Facilitators are critical for supporting knowledge sharing and learning within organizations, yet the effectiveness of their activities is not well understood. Prior research has focused primarily on general task descriptions, with limited research on how facilitation is completed in practice, or how organizational, motivational, and cognitive factors shape effectiveness of activities. This study addresses this gap by investigating Facilitator activities through a mixed-methods case study conducted within Eni’s knowledge management system (e-kms). By utilizing both qualitative interviews (n=25) and a quantitative survey (n=172; 83% response rate), this work investigates the differences in the interpretation of activities, levels of engagement, perceived challenges, and value creation across Facilitators. The findings show that facilitation is not a standardized role but is rather a dynamic and complex activity. Patterns emerge for the need of formal recognition, time allocation, and organizational support related to Facilitator motivation and behaviour. A critical point is that effectiveness is driven by motivation and time investment, rather than years of experience. A significant share (21%) showed low motivation in their activities, underlining the need for a better understanding of the barriers affecting Facilitator engagement. The results of this study led to the development of a multi-level Facilitator Effectiveness Model, highlighting how successful facilitation is based on organizational factors, behavioural capacities, and community outcomes, representing a theoretical contribution to knowledge management literature. From an organizational perspective, a Strategic Facilitator Profile was created to enable a targeted selection and onboarding process, ensuring that Facilitators are equipped with the right skills and expectations to guide their activities. This aims to increase recognition of facilitation activities, improve knowledge sharing, and support innovation. Finally, the study has sparked broader organizational awareness of the value of knowledge management. By conceptualizing facilitation as a dynamic, motivation-driven practice, this research enhances the literature beyond task-based models and provides insights for improving knowledge sharing in complex organizational environments.