Despite increasing investment in building, supporting, and managing communities of practice that meet the strategic business needs of the organization, the literature indicates that little is known about strategic communities of practice in organizational work settings. The purpose of this study was to investigate determinants and outcomes of participation in strategic communities of practice. Two strategic communities of practice in an electric utility company that provides services in the United States were selected for this study. Results showed that openness to experience and problem solving self-efficacy were correlated with level of involvement in strategic communities of practice. Participants' expected outcomes and knowledge-sharing culture were correlated with both level and time of involvement in strategic communities of practice, which were correlated with both learning from the strategic communities of practice and learning transfer. Results of a qualitative content analysis of interviews with leaders, coaches, and members of strategic communities of practice identified four outcomes: gaining job-related information, solving problems at work, experiencing changes in personal affect, and communicating across the organization. Implications for practice and future research of strategic communities of practice in the HRD field were provided. (Contains 1 figure and 1 table.)