UM
Conflicting identities and power between communities of practice: The case of IT outsourcing
Hong J.F.L.; Fiona K.H.
2009
Source PublicationManagement Learning
ABS Journal Level3
ISSN13505076
Volume40Issue:3Pages:311
AbstractPrevious studies of communities of practice had often emphasized the ease with which members are able to participate in the collective learning process through joint practices within a particular community. However, nothing much has been done to reveal the difficulties and problems of learning between different communities due to different and sometimes conflicting identities and power inequalities. This article reports a failed experience of a tertiary institution to outsource its information technology (IT) department. By highlighting the social conflicts experienced by the in-house IT technicians in coordinating with the outsourcing staff, we argue that the received unitary, managerialist viewpoints of communities of practice somehow neglect the broader social context and micro-political factors of learning. This neglect underestimates the critical challenges of resolving the social tensions caused by multiple identities and embedded power differentials across different communities of practice.
KeywordCommunity of practice Conflicts Identity Organizational learning Power
DOI10.1177/1350507609104342
URLView the original
Language英语
The Source to ArticleScopus
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Cited Times [WOS]:33   [WOS Record]     [Related Records in WOS]
Document TypeJournal article
CollectionUniversity of Macau
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GB/T 7714
Hong J.F.L.,Fiona K.H.. Conflicting identities and power between communities of practice: The case of IT outsourcing[J]. Management Learning,2009,40(3):311.
APA Hong J.F.L.,&Fiona K.H..(2009).Conflicting identities and power between communities of practice: The case of IT outsourcing.Management Learning,40(3),311.
MLA Hong J.F.L.,et al."Conflicting identities and power between communities of practice: The case of IT outsourcing".Management Learning 40.3(2009):311.
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