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Communities of Practice: Performance and Evolution

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  • Tad Hogg

Abstract

We present a detailed model of collaboration in communities of practice and we examine its dynamical consequences for the group as a whole. We establish the existence of a novel mechanism that allows the community to naturally adapt to growth, specialization, or changes in the environment without the need for central controls. This mechanism relies on the appearance of a dynamical instability that initates an exploration of novel interactions, eventually leading to higher performance for the community as a whole.

Suggested Citation

  • Tad Hogg, 1994. "Communities of Practice: Performance and Evolution," Working Papers _004, Xerox Research Park.
    • Handle: RePEc:wop:xeroxp:_004
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    References listed on IDEAS

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    1. Argote, L. & Epple, D., 1990. "Learning Curves In Manufacturing," GSIA Working Papers 89-90-02, Carnegie Mellon University, Tepper School of Business.
    2. Edwin Hutchins, 1991. "Organizing Work by Adaptation," Organization Science, INFORMS, vol. 2(1), pages 14-39, February.
    3. Thomas W. Malone & Stephen A. Smith, 1988. "Modeling the Performance of Organizational Structures," Operations Research, INFORMS, vol. 36(3), pages 421-436, June.
    4. Holmstrom, Bengt & Milgrom, Paul, 1994. "The Firm as an Incentive System," American Economic Review, American Economic Association, vol. 84(4), pages 972-991, September.
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