Reputation, trust and the dynamics of leadership in communities of practice
AbstractThe aim of this article is to propose a theoretical framework describing the internal organization of communities of practice in a dynamic perspective. More precisely, we argue that communities of practice adopt some specific patterns of internal organization where some of their members obtain a leadership status. Leaders contribute to cognitive advance of the community of practice by providing members with a consistent and coherent vision of its objectives. We identify two of their attributes as important for allowing them to fulfil their task: informational mimesis and mediation. Finally, we propose a simulation model describing the emergence of leadership as the outcome of a self-organizing process. We find that leaders correspond to members who are characterized by higher levels of activity in the community. Copyright Springer Science+Business Media, LLC 2006
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Bibliographic InfoArticle provided by Springer in its journal Journal of Management & Governance.
Volume (Year): 10 (2006)
Issue (Month): 4 (November)
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Web page: http://www.springerlink.com/link.asp?id=102940
Community of practice; Coordination; Leadership; Reputation; Trust; Social Simulation; D29; L14;
Find related papers by JEL classification:
- D29 - Microeconomics - - Production and Organizations - - - Other
- L14 - Industrial Organization - - Market Structure, Firm Strategy, and Market Performance - - - Transactional Relationships; Contracts and Reputation
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