Abstract
This paper outlines two leadership strategies to support organizational learning through networks of practice (NOPs). An in-depth case study in a development organization reveals that network leaders cope with a learning tension between management involvement and emergent learning processes by enacting two strategies: brokering and buffering (B&B), or conducting and controlling (C&C). The latter strategy implies a one-sided emphasis on institutionalization, whereas a B&B strategy implies mediating and shielding the network from too much management intervention. The B&B strategy appears more useful for achieving multilevel organizational learning through NOPs; this study thereby contributes to theory about learning and NOPs. © The Author(s) 2011.
Original language | English |
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Pages (from-to) | 1005-1027 |
Journal | Organization Studies |
Volume | 32 |
Issue number | 8 |
DOIs | |
Publication status | Published - 2011 |