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Managing Communities of Practice to Support Innovation

In: Evolution of Innovation Management

Author

Listed:
  • Stefano Borzillo
  • Renata Kaminska

Abstract

In the face of a complex, hypercompetitive environment (D’Aveni 1994), it is particularly important to understand the factors allowing organizations to simultaneously innovate and generate profits (March 1991; Tushman & O'Reilly 1996; Bradach 1997; Sutcliffe et al. 2000; Tushman & Smith 2002; Warglien 2002). Much of the literature on organizational ambidexterity focuses on solving the control/autonomy tension (Lawrence & Lorsch 1967; Burgelman 2003; Doz & Prahalad 1986; Bartlett & Ghoshal 1998) through decentralization of decision-making processes (Brown & Eisenhardt 1997) and redefining control mechanisms (Pascale 1990; Daft & Lewin 1993; Victor & Stephens 1994). However, these solutions, implemented within the scope of project-based structures and other forms of interdisciplinary teamwork (Nonaka & Takeuchi 1995; Halal 1999; Miles et al. 1999; Birkinshaw & Gibson 2004), have proven to be of limited efficacy. Why?

Suggested Citation

  • Stefano Borzillo & Renata Kaminska, 2013. "Managing Communities of Practice to Support Innovation," Palgrave Macmillan Books, in: Alexander Brem & Éric Viardot (ed.), Evolution of Innovation Management, chapter 9, pages 182-207, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-29999-4_9
    DOI: 10.1057/9781137299994_9
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    Cited by:

    1. Cristina Páez-Avilés & Esteve Juanola-Feliu & Islam Bogachan-Tahirbegi & Mónica Mir & Manel González-Piñero & Josep Samitier, 2015. "Innovation And Technology Transfer Of Medical Devices Fostered By Cross-Disciplinary Communities Of Practitioners," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 19(06), pages 1-27, December.

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