Competitive Communities of Practice, Knowledge Sharing, and Machiavellian Participation: A Case Study

Autor/inn/en	Schofield, Keith; Analoui, Bejan; Brooks, James; Hussain, Sayed Fairzi
Titel	Competitive Communities of Practice, Knowledge Sharing, and Machiavellian Participation: A Case Study
Quelle	In: International Journal of Training and Development, 22 (2018) 3, S.210-221 (12 Seiten)Infoseite zur Zeitschrift PDF als Volltext Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1360-3736
DOI	10.1111/ijtd.12129
Schlagwörter	Foreign Countries; Communities of Practice; Manufacturing Industry; Employees; Management Development; Sharing Behavior; Competition; Antisocial Behavior; Bahrain + Suchen Sie Ihr Suchwort? Ausland; Community; Fertigungswirtschaft; Produzierendes Gewerbe; Employee; Arbeitnehmer; Beschäftigter; Wettkampf
Abstract	This paper explores the emergence of Machiavellian behaviour in a community of practice (CoP). The CoP was initiated by the top management team (TMT) as a management development initiative. Participants in a manufacturing setting were encouraged to engage in a series of problem-solving tasks with counterparts from across the organization in a short-term CoP. A qualitative case study, using in-depth interviews, was conducted in a large processing plant in the Middle Eastern Kingdom of Bahrain. This is an empirical case study that explores employee participation in a short-term management development programme which sought to create CoPs to enable knowledge sharing. A competitive element was introduced, and we contend this promoted behaviour which served the individuals rather than the CoP. The findings indicate that TMT intervention changes the dynamics of CoPs, reducing knowledge sharing and collaboration among community members. Recommendations are made to practitioners to be cognizant of the possibility of Machiavellian participation in CoPs. (As Provided).
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Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01