Abstract
The purpose of this article is to look into the social aspect of learning, and in particular how the construction of identity influences the transfer of knowledge in a managed and online context. The relationship between the ‘old-timer’ and the ‘newcomer’ is given special consideration through a qualitative study of the Norwegian Labour Inspection Authority. The study shows that inspectors construct their identity and categorize others in a way that creates barriers to the transfer of knowledge, constructions that are influenced by managerial participation. This article contributes to our understanding of how social aspects influence the transfer of knowledge between old-timers and newcomers in a managed and online context.
Highlights
This article illustrates how the construction of conflicting identities creates problems for the transfer of knowledge between dispersed old-timers and newcomers in a managed and online context
This study focuses on experiences of the implementation of networks of competence in the Norwegian Labour Inspection Authority (NLIA)
The findings suggest that the NLIA was lacking a strong organizationalwide identity which could provide the spontaneity and willingness to transfer knowledge from old-timers to newcomers
Summary
This article illustrates how the construction of conflicting identities creates problems for the transfer of knowledge between dispersed old-timers and newcomers in a managed and online context. Managed networks are formally initiated arrangements that organizations use to try to exploit the advantages of communities of practice (Lave & Wenger, 1991; Wenger, 1998) in order to enhance organizational learning. Communities of practice are groups of people who regard themselves as practitioners in the same area of work and share an interest in the same knowledge, since they conduct the same tasks (Wenger, 1998). This article seeks to increase the understanding of managed networks for the sharing of knowledge. I contribute to the management of communities of practice by describing the managerial dilemma in relation to the construction of identity
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