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Architectures of KnowledgeFirms, Capabilities, and Communities$
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Ash Amin and Patrick Cohendet

Print publication date: 2004

Print ISBN-13: 9780199253326

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199253326.001.0001

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Communities and Governance of Knowledge in the Firm

Communities and Governance of Knowledge in the Firm

Chapter:
(p.112) 6 Communities and Governance of Knowledge in the Firm
Source:
Architectures of Knowledge
Author(s):

Ash Amin

Patrick Cohendet

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199253326.003.0006

This chapter examines the corporate governance implications of learning based on competences and communities. It focuses on the tension between the impetus in firms to manage by design and the impetus to manage dynamic learning by supporting community-based practices of engagement. The chapter advocates that the second mode of management — promoting dynamic learning by doing in communities — touches the very essence of the governance of organizations. It suggests that communities, as a mode of coordination in their own right, may provide specific advantages that cannot be fulfilled by management by design. The chapter also suggests, however, that coordination through communities faces other risks, such as how to link up distributed and different types of community, and those related to compatibility with organizing learning by design. This perennial tension inhibits the development of hybrid forms of management that can combine management by design and management by communities. Finally, the chapter discusses the spatial management implications of learning understood as a distributed and dispersed activity.

Keywords:   corporate governance, learning, competences, communities, management, spatial management

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