Keeping the Wheels Turning: The Dynamics of Managing Networks of Practice

Abstract

Intra-organizational networks of practice (NOPs) confront managers with a dilemma: they must manage NOPs to reap benefits from integrating geographically dispersed knowledge, but the inherently emergent nature of NOPs implies that management control may frustrate practice-related knowledge to be shared. Based on a case study of 22 NOPs in a geographically dispersed development organization ('TDO'), we develop a model that disentangles the dynamics underlying this dilemma, helping to better understand it. Specifically, four dynamic relationships are interrelated and involve four kinds of embeddedness (organizational, in practice, relational, and structural) that relate dynamically to knowledge sharing in NOPs. Interventions in both the content shared in the network and the connections among network members can influence each of these relations. This study contributes to theoretical and practical understanding of how to manage NOPs without killing them.

The transfer of knowledge and the problems of identity in a managed and online context

“…These findings support the idea that learning processes can be assisted, but also that interventions by management negatively influence them (Agterberg et al, 2010;Alvesson et al, 2002;Thompson, 2005). When writing about managing communities, Newell et al (2009) emphasize that they only can be successful if managers limit their tendency to control and find new ways of managing, like supporting new expert roles, creating events, and documenting work practices.…”

“…Agterberg et al (2010) state that online intra-organizational networks of practice require some form of managerial control and support to develop their social learning. My findings similarly suggest that managers contribute positively through their engagement, their experiences or just by their presence.…”

Collective action for knowledge mobilisation: a realist evaluation of the Collaborations for Leadership in Applied Health Research and Care

“…70,76 Working on a shared endeavour helps to build group identity and integrate individuals while still allowing them to retain their identity and links with their organisation of origin. 136 It is the interaction of individuals and active collaboration 137 that creates group identity as individuals create meaning through sense making. 138 Within the current study we observed this happening to some extent through specific projects, such as those that employed more interactive methods, for example improvement projects.…”

Transcultural Brokerage: The Role of Cosmopolitans in Bridging Structural and Cultural Holes

“…Transcultural brokerage is best described as a set of dynamic processes whereby a broker initiates, influences, manages, or facilitates interactions across cultural boundaries (Obstfeld et al, 2014). These processes reflect a "union strategy" (also called tertius iungens from the Latin verb iungere, to join, unite, or connect) 6 (Obstfeld, 2005;Collins-Dogrul, 2012;Long Lingo & O'Mahony, 2010;Shi, Markoczy, & Dess, 2009) and are common across a wide variety of global interactions and work settings, including creating ties between disconnected organizational units in multinational corporations (Reiche, Harzing, & Maria, 2009), bridging between local and transnational actors (Mato, 2000), knowledge sharing in globally distributed teams (Agterberg, Van Den Hooff, Huysman, & Soekijad, 2010), and facilitating collaboration between individuals working around the globe (Fleming & Waguespack, 2007). Common to all these situations is that actors are separated by cultural and national boundaries, and this creates a valuable context for transcultural brokerage.…”