Handbook of Organizational and Managerial Innovation

Handbook of Organizational and Managerial Innovation

Elgar original reference

Edited by Tyrone S. Pitsis, Ace Simpson and Erlend Dehlin

The Handbook of Organizational and Managerial Innovation places humans, their acts, practices, processes and fantasies at the core of innovation. Bringing together some of the world’s leading thinkers, academics and professionals, both established and emerging, this multidisciplinary book provides a comprehensive picture of the vibrant and engaging field of organizational and managerial innovation.

Chapter 11: Communities of practice: from innovation in practice to the practice of innovation

Emmanuel Josserand and Florence Villesèche

Subjects: business and management, organisational innovation, organisational behaviour, strategic management, innovation and technology, organisational innovation


In the quest to explain competitive advantage, the knowledge view of the firm appears to be one of the most topical alternatives to transaction costs economics. The ability to share and generate knowledge is thus considered a key capability (Nonaka and Takeuchi, 1995; Nahapiet and Ghoshal, 1998; Merali, 2000). Beyond the initial fads around technology and ITdriven knowledge management projects (Swan et al., 1999), research points to the importance of cultural (McDermott, 1999; Ndlela and du Toit, 2001) and structural change (Grant, 1996; Buckley and Carter, 2002) to favour openness to learning and sharing. This openness is deemed hard to achieve in bureaucratic organizations (Gupta and Govindarajan, 2000; Ravasi and Verona, 2001).

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