This paper aims to understand the impact of the job switching behavior on different stages of the communities of practice’s life cycle. Job switching has been viewed from both positive and negative point of views, and its impact on certain organizational factors might be found in literature. Job switching/job hopping behavior of an individual might be fueled by socio-economic factors as well as fun, but it has serious implication for the companies. But an understanding of how this new employee might influence the communities of practice, given which stage is the community in, is something that has not been studied yet. This work is an attempt in that direction.
Using integrative review technique, this paper forwards a conceptual framework based on the literature reviewed and builds a model using an understanding of the nuances of each stage of the life cycle of communities of practice.
The model proposes the impact of switching on each stage of the life cycle of communities of practice. It is observed that at each stage a new entrant who is a “job hopper” might either help or hinder the progress of a community of practice.
This paper gives a new impetus to the research on communities of practice in contemporary perspective. The model proposed could be tested using data from real communities of practice. This paper limits itself to the proposal of the model and does not engage in testing it.
Organizations and managers may use the model to understand how a new entrant to the organization will complement the existing life cycle phase of the communities of practice within.
The conceptual model proposed is unique in its context of job switching behavior and its effect on communities of practice. Research on communities of practice from this contemporary perspective might bring important research directions in future.
