How does leadership support the activity of communities of practice ?
Abstractthe purpose of this paper is to present leadership as an important mechanism underlying the coordination and the cohesion of communities of practice. More precisely, it will be shown that an important factor conditioning the coordination and the cohesion of a community rests on the leaders’ capacity to influence individual behaviors. This capacity of influence is grounded on the high degrees of reputation and trust they enjoy within the community. However, coordination of individual behaviors is not ensured by the mere existence of leadership. A simulation model points out the conditions under which leadership forms an efficient coordinating device.
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Bibliographic InfoPaper provided by Bureau d'Economie Théorique et Appliquée, UDS, Strasbourg in its series Working Papers of BETA with number 2006-14.
Date of creation: 2006
Date of revision:
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communities of practice; leadership; reputation; exit; loyalty; coordination; social simulation.;
Find related papers by JEL classification:
- L23 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Organization of Production
- D23 - Microeconomics - - Production and Organizations - - - Organizational Behavior; Transaction Costs; Property Rights
This paper has been announced in the following NEP Reports:
- NEP-ALL-2006-12-16 (All new papers)
- NEP-BEC-2006-12-16 (Business Economics)
- NEP-POL-2006-12-16 (Positive Political Economics)
- NEP-SOC-2006-12-16 (Social Norms & Social Capital)
- NEP-URE-2006-12-16 (Urban & Real Estate Economics)
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- Nooteboom, B. & Stam, E., 2008. "Microfoundations for Innovation Policy," Open Access publications from Tilburg University urn:nbn:nl:ui:12-402995, Tilburg University.
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