Following the theoretical model of Nahapiet and Ghoshal (1998), communities of practice (social capital) are defined in terms of three distinct dimensions: structural, relational and cognitive. Among the most important aspects of the structural dimension is the presence or absence of social interaction links between the actors (Scott, J. 1991). Among the most important aspects of the relational dimension are trust (Cohen, D. & Prusak 2001), the norm of reciprocity (Putnam 2000) and identification (Nahapiet & Ghoshal 1998). Among the most important aspects of the cognitive dimension is shared vision (Cohen, D. & Prusak 2001; Tsai & Ghoshal 1998). • Social interaction ties Tsai and Ghoshal (1998) conceptualize social interaction ties (network ties) as conduits for information and resource flows. Granovetter (1973) describes the strength of the network tie as a combination of the amount of time, emotional intensity, and intimacy (mutual confidence), and mutual services that characterize the network tie. In this study, social interaction ties represent the strength of relationships, the amount of time spent, and the frequency of communication between community members. Nahapiet and Ghoshal (1998, p. 252) argue that “the fundamental proposition of social capital theory is that network ties provide access to resources”. Larson (1992) and Van de Ven (1986) note that the more social interactions exchange partners engage in, the greater the intensity, frequency, and breadth of knowledge exchanged. Knowledge is important in providing a basis for action, but it is expensive to obtain. Social interaction bonds between members of a community allow for a cost-effective way to access a wider range of knowledge sources. Nahapiet and Ghoshal (1998...... middle of paper ...... shared vision embodies the collective goals and aspirations of members of an organization. A shared vision is seen as a bonding mechanism that helps different parts of an organization to integrate or combine resources. Organizational members who share a vision will be more likely to become partners who share or exchange their resources (Tsai & Ghoshal 1998). by common interests and goals (Cohen and Prusak) argue that shared values ​​and goals bind members of human networks and communities, make cooperative action possible, and ultimately benefit organizations. The common goals, interests and vision that members of a community share will help them see the meaning of their knowledge management. Therefore, the hypothesis is: H3f: The more individuals share the vision, the greater their KM activities will be.