The Organizational Embeddedness of Communities of Practice

This dissertation uncovers how informal and self-organized communities of practice as a source of learning and adaptability are embedded in their formal organizational surroundings. Based on an interpretative case study of three communities of practice within the German Federal Armed Forces, the author theorizes this embeddedness as shaped through cultural dynamics and leadership processes. In particular, the author draws on a practice lens and complexity leadership theory in explaining how communities of practice generate new resources (i.e., adaptability), produce and reproduce broader socio-cultural structures, and are enabled as well as influenced by formal leadership.

Autorentext

The primary research area of the author is located at the intersection between organization and management theory and strategy-as-practice. He is interested in the micro-activities and micro-dynamics of organizational adaptability and aims to understand how these are embedded in their broader cultural and institutional context. The author is currently employed as a project officer at the Institute of Technology and Innovation Management at the Helmut-Schmidt-University. In this capacity, the author investigates organizational adaptation and communities of practice in the German Federal Armed Forces as part of a research project.

Inhalt
Introduction.- Literature Review.- Theoretical Background.- Research Setting and Methods.- Findings.- Grounded Model of CoPs'.