Managing intentionally created communities of practice for knowledge sourcing across organisational boundaries: Insights on the role of the CoP manager

Abstract

Purpose

The purpose of this article is to explore strategies used by communities of practice (CoPs) managers when managing intentionally created CoPs.

Design/methodology/approach

Four intentionally created CoPs in Ireland are explored, using a qualitative research design with data from observation, interviews and analysis of documents.

Findings

The study identified a number of specific strategies CoP managers use to develop trust, facilitate collaboration, facilitate the negotiation of shared meaning and manage power issues within the CoP. These strategies were shared by the four managers who participated in the study.

Research limitations/implications

The study is based on a small sample of managers in Ireland. The context and process imposed constraints and the findings are context specific which implications for the application of findings to other CoPs.

Originality/value

The study highlights the concept of CoP is not confined to traditional understandings but includes intentionally created highly structured time‐bound groupings of individuals who work in a collaborative manner to share knowledge. The paper offers learning from CoP managers and highlights the practical implications of their experiences.

Citation

Garavan, T.N., Carbery, R. and Murphy, E. (2007), "Managing intentionally created communities of practice for knowledge sourcing across organisational boundaries: Insights on the role of the CoP manager", The Learning Organization, Vol. 14 No. 1, pp. 34-49. https://doi.org/10.1108/09696470710718339