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Bilaterale basale en perifere verdichtingen vaak migrerend met koortsend hoest beeld * BAL is indicated - mixed pattern, CD4/8 ratio verlaagd - Transbronchiaal biopt kan karakteristieke intraalveolaire buds tonen, echter vaak VATS nodig. Alleen in uitzonderingsgevallen zonder PA diagnose behandelen met zorgvuldige FU. Atypische COP gesteld op TBB moet met voorzichtigheid geinterpreteerd worden (artefacten) ** Etiologie onbekend dan COP = cryptogeen - zoek altijd oorzaak: infectieus (tabel 2), medicatie (tabel 3), bestraling mammae, connective tissue disease (veelal dermatomyositis polymyositis), BM transplantation, ,haematologische maligniteit) etc.. * THERAPIE: prednison 0.75 mg/kg 4 wkn - 0.5 4 wkn - 20 mg 4 wkn - 10 mg 6 wkn - 5 mg 6 wkn - stop. Bij ernstig beeld eerste 3-5 dgn 2 mg/kg. Relapse <20 ophogen tot 20 mg en weer afbouwen. Relapse in 58% vd gevallen

In an effort to replicate Communities of Practice online, organizations are investing in information technologies that create intra-organizational electronic networks, or "Electronic Networks of Practice". These networks are designed to enable the creation of electronic "bridging ties" between geographically dispersed organizational members to provide a communication space in which individuals working on similar problems may quickly ask each other for help on task-related problems. This chapter compares the dynamics of knowledge exchange between Electronic Networks of Practice and traditional Communities of Practice. In addition, this chapter examines why people participate and help others in the network, as well as whether participation has an impact on knowledge outcomes and individual performance. In order to investigate these issues, data were collected from a successful electronic network at one of Europe?s largest consulting companies. The chapter concludes with a discussion of the results and implications for both managers and researchers interested in the dynamics of electronic knowledge exchange.

This chapter examines how members of local Communities of Practice (CoPs) have appropriated intranet systems and how their use of these systems has contributed to the emergence of more broadly based Networks of Practice (NoPs). CoPs are groups of interacting agents who share common activities and knowledge. NoPs are composed of people who are geographically separate but who still share work-related practices. This chapter argues that intranet systems provide the means by which members of local CoPs can overcome geographical distance and connect with other CoPs to create NoPs. This argument is based on four case studies that relate how individual CoPs have implemented, managed and used specific intranet sites and how this use has strengthened their local Community of Practice (CoP) as well as fostering links with a wider Network of Practice (NoP).

The boundaries of a Community of Practice (CoP) have changed significantly because of changes in organizations and the nature of the work they do. Organizations have become more distributed across geography and across industries. Relationships between people inside an organization and those previously considered outside (customers, suppliers, managers of collaborating organizations, other stakeholders) are becoming more important. In addition, organizations have discovered the value of collaborative work due to the new emphasis on Knowledge Management - harvesting the learning of the experience of members of the organization so that it is available to the whole organization. This chapter offers a practical toolkit of best practices, tips and examples from the authors? work taining leaders to launch and sustain a virtual CoP including tips for chartering the community, defining roles, and creating the culture that will sustain the community over time.

This chapter examines knowledge sharing between Communities of Practice, a relatively neglected topic of study. Theory and evidence is presented to suggest that knowledge sharing between communities is likely to be more complex than intra-community knowledge sharing, due to the lack of shared consensual knowledge or shared sense of identity, which typically exists in inter-community contexts. In such situations, the development of trust is seen to be a key foundation, which requires to be developed before effective knowledge sharing can occur. Three brief case studies are presented to illustrate the arguments made. Practitioner implications flowing from this chapter are twofold. Firstly, to facilitate effective inter-community knowledge sharing requires effort to be invested in developing the social relationship (and hence trust) between members from the communities. Secondly, organizations need to balance their efforts at building Communities of Practice, with supporting inter-community interactions, otherwise they risk developing isolated and inward looking communities.

There is a perceived gap between the Information Technology (IT) and the Business function in many organizations, which can lead to poor working relationships and a loss of organizational effectiveness. In this chapter, we discuss an effort to bridge this gap through a programme of Relationship Management (RM). The approach is based on the concept of cultivating a Community of Practice (CoP) and relies on facilitating relationships between people in order to share and leverage knowledge. This chapter describes a case study of a large financial services company and shows how the boundaries between Business and IT were spanned through a Relationship Management Community of Practice (RM CoP). The outcomes of the work are embodied in a maturity model that provides a framework for practice and acts as a ?boundary object? enabling the gap to be bridged. The chapter illustrates how cultivating a CoP between Business and IT can be a holistic way to manage the dynamics of knowledge sharing in organizations.

Many organizations have been investing a significant amount of time, energy and resources in overcoming intra-organizational barriers to sharing knowledge. Such barriers prevent individuals who are looking for knowledge from connecting with those who possess it. In this chapter, four common barriers (that the authors have seen in their work with knowledge-based organizations) have been identified that prevent two parties from coming together and sharing knowledge: awareness, access, application and perception. Based on their research and experience, they describe how Communities of Practice can be an important vehicle for breaking through each of these barriers and enabling knowledge to flow more effectively within organizations. In addition, practices are highlighted that organizations can put into place to provide effective support for these communities.

Organizations are increasingly providing Communities of Practice with resources to improve the exchange and flow of knowledge and information. However, as with any other significant investment, managers are naturally interested in, and are frequently called upon to justify, the impact that these communities have on individual performance, overall productivity and the bottom line. In this chapter, we present the results of work with thirteen Communities of Practice focusing on how managers can collect community benefits via serious anecdotes and measure the impact that communities have on time use in knowledge work activities and on individual, community and organizational benefits.