The purpose of this paper is to provide a theoretical framework that explains the roles and viability of both cooperation and competition as they emerge in communities of practice. Although the usefulness of cooperation in communities of practice is well-understood, few studies have considered the role of internal competition, and those that have generally only explored cases in which antagonistic behavior led to the community’s collapse.
A contingency theory of communities of practice is developed based on the manifestations of members’ participation.
This theory demonstrates the root causes of fracturing and also provides a foundation for studying communities of practice that have previously defied explanation.
This manuscript explains the potential role and limitations of internal competition in communities of practice, as well as the emergence of subgroups based on differing preferences for cooperation and/or competition. Future research should examine the manifestation and ramifications of such individual differences between community members.
Practitioners can use this theoretical framework to assess communities of practice that they oversee, diagnose potential pitfalls and take corrective action to mitigate potentially toxic influences or inject additional motivating forces that would sustain the community.
This theoretical framework diverges from previous assumptions that internal competition is necessarily toxic for communities of practice, showing the value that it may offer in some contexts.
