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Competitive communities of practice, knowledge sharing, and Machiavellian participation: a case study
Author(s) -
Schofield Keith,
Analoui Bejan,
Brooks James,
Hussain Sayed Fairzi
Publication year - 2018
Publication title -
international journal of training and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.558
H-Index - 26
eISSN - 1468-2419
pISSN - 1360-3736
DOI - 10.1111/ijtd.12129
Subject(s) - knowledge sharing , intervention (counseling) , community of practice , psychology , knowledge management , competitive advantage , public relations , sociology , empirical evidence , business , social psychology , marketing , political science , computer science , pedagogy , philosophy , epistemology , psychiatry
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.