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Despite the positive impact of professional learning communities (PLCs) in improving teaching practices, many teachers still struggle to effectively integrate information and communication technologies (ICTs) into their teaching and learning. Drawing from human capital theory and spillover effects, this paper examines how teachers PLCs can facilitate ICT integration.

Using a qualitative methodology, the researchers designed a phenomenological study. From semi-structured interviews, data were collected from 15 selected secondary school teachers from four selected secondary schools in Tanzania.

The study revealed that teachers use various strategies to enhance ICT integration in teaching practices, namely, community collaboration, practice-based approaches to ICT integration and the utilization of digital learning tools in instructional practices. Furthermore, the results showed several constraints on the ability of teachers’ PLCs to encourage ICT integration. These constraints were divided into three parts, i.e. major challenges at the macro, meso and micro levels.

The paper has the potential to inform policy and practice, particularly in the area of PLCs. Also, it helps to better understand the changing practices with ICTs through PLCs when there are insufficient resources for ICT integration.

To support teachers in using ICTs in their instructional practices, it is essential to build their capacities through PLCs to increase their confidence and competence in ICT integration.

This paper aims to explore practice innovation and organizational resiliency during exogenous service ecosystem disruptions. This inquiry focuses on the extreme disruption caused by the COVID-19 pandemic, which required service firms to recodify long-established service scripts, adapt digital and physical material elements of the service encounter and ultimately reconfigure a system of practices. The specific context is forced practice innovation in Starbucks servicescape (kiosks and coffeehouses). Starbucks is best known for its custom beverages and third-place strategy. Their strict adherence to a complex service script and unique ordering practices altered during pandemic stay-home disease prevention mandates.

Thematic coding consistent with prior research on practice innovation and diffusion and a grounded theory methodology was conducted. Data were triangulated and analyzed within and across a variety of sources. These include field notes from direct observation, interviews, focus groups, firm-authored collateral in the form of marketing communications and third-party authored secondary sources such as news, social media, blogs and forums.

Data reveal how practice innovation occurs through the reconfiguration of a system of practices, which support organizational resiliency and can force brand evolution, in prolonged exogenous service ecosystem disruptions. The COVID-19 pandemic required service industries to adapt and recodify service scripts and alter physical and digital elements of service encounters. While the pandemic affected all firms in the sector, we argue that Starbucks' established scripts and third-place strategies, which characterized the brand experience, were particularly vulnerable. We find that practice innovation occurs through the reconfiguration of practice elements – competences, meanings and materiality – and restructures the service encounter. Practice codification, transposition, adaptation and stabilization support organizational resiliency and brand evolution. We find that Starbucks' brand experience emphasis on the third place is reconceptualized from an in-person community-based retailscape to a platform-based strategy necessitating script recodification and practice adaptation. Our analysis of Starbucks' kiosks and coffeehouses illuminates how a distinctly branded service encounter is constituted by a system of practices that can be reconfigured and diffused anew in the face of disruption.

The conceptualization of practice innovation as systems reconfiguration establishes a novel approach to understanding innovation in service ecosystems. The COVID-19 pandemic is a unique context to study a sector-wide exogenous extended service disruption. We focus on a firm with an elaborate pre-pandemic service script and commitment to a third-place brand experience guiding its system of practices. We reveal unique insights on practice innovation within service ecosystems during exogenous prolonged disruptions in which brands evolve through the recodification of service scripts and sustained reconfiguration of systems of practice.