This paper examines the importance of organizational culture on the adoption of knowledge management practices in a government agency which goal is to help foster regional economic development. Virtual practice communities (VPCs) offer an interesting potential to help sustain knowledge management practices in business network organizations. The paper uses case studies from two VPCs sponsored by a Canadian Government agency to identify some the dynamics that may help sustain its success, and to provide a generic qualitative system dynamics model of the main influences that drive their adoption. The results presented in the paper are based on a series of interviews conducted with users, managers and leaders of VPCs. The qualitative data collected were analyzed are synthesized, and a dynamic hypothesis, represented in an influence diagram (ID), reflects the synthesis of the interview results that were analyzed using formal qualitative methods. From the ID, six systems archetypes were identified and stress some of the major influences involved in shaping the success or failure of a VPC.