Reputation, trust and the dynamics of leadership in communities of practice |
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Authors: | Paul Muller |
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Affiliation: | 1. INRA-SAD, SICOMOR, Chemin de Borde Rouge, 31326, Castanet Tolosan Cedex, France 2. Bureau d’Economie Théorique et Appliquée, P?le Européen de Gestion et d’Economie, Université Louis Pasteur, (Strasbourg 1), 61 Avenue de la Forêt Noire, 67085, Strasbourg Cedex, France 3. Groupe de Recherche sur l’Apprentissage, l’Innovation et la Connaissance dans les Organisations, Université de Haute Alsace, 61 Rue Albert Camus, 68093, Mulhouse Cedex, France
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Abstract: | 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.This work has greatly benefited from comments by participants at the 3rd ETE Workshop held in Sophia-Antipolis. Comments by Markus Becker, Antoine Bureth, Patrick Cohendet, Robin Cowan, Christophe Lerch, Julien Pénin are gratefully acknowledged. Remarks by two anonymous reviewers and the editor contributed to improve significantly the quality of the article. The usual disclaimer applies. |
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Keywords: | Community of practice Coordination Leadership Reputation Trust Social Simulation |
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