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Reputation, trust and the dynamics of leadership in communities of practice

  • Paul Muller

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    The 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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    File URL: http://hdl.handle.net/10.1007/s10997-006-9007-0
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    Article provided by Springer in its journal Journal of Management & Governance.

    Volume (Year): 10 (2006)
    Issue (Month): 4 (November)
    Pages: 381-400

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    Handle: RePEc:kap:jmgtgv:v:10:y:2006:i:4:p:381-400
    Contact details of provider: Web page: http://www.springerlink.com/link.asp?id=102940

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