著者
中西 善信
出版者
The Japanese Association of Administrative Science
雑誌
経営行動科学 (ISSN:09145206)
巻号頁・発行日
vol.26, no.1, pp.31-44, 2013 (Released:2013-10-10)
参考文献数
36
被引用文献数
2 1

This study focuses on the expertise and experiential learning, especially learning in communities of practice, of flight procedure designers (specialists who design air routes for aircraft). Six experts were interviewed and an analysis using Modified Grounded Theory Approach was conducted. The results indicated that an informal secondary community, formed through activities in a formally established original community, plays an important role in learning for an individual. The secondary community and the original community play complementary roles, exchanging one's inherent information and knowledge with that of the other. Based on these findings, the theoretical and practical significance of such secondary communities was examined. Further consideration was made of environmental factors that would activate a secondary community.
著者
中西 善信
出版者
経営行動科学学会
雑誌
経営行動科学 (ISSN:09145206)
巻号頁・発行日
vol.31, no.1-2, pp.1-16, 2019 (Released:2020-06-08)
参考文献数
38

An inter-organizational community of practice (CoP) consisting of employees of multiple organizations plays important roles in individual and organizational learning. However, past studies have mainly focused on CoPs involving organizations in cooperative relationships, without sufficient focus on those involving competitors. To address this problem, we examined a CoP formed by employees of competing Japanese airlines, referencing to the theory of “coopetition,” a situation where organizations simultaneously compete and cooperate. Semistructured interviews were conducted with 22 informants, supplemented by secondary data and observations of the CoP. The modified grounded theory approach was employed to analyze the data. As a result, we found that the airlines established a cooperative relationship that resulted from the common threat they faced, the similarity in tasks they held, and the structure in which one’s cooperative behavior toward the others tended to improve benefits for their own organization. It was also found that the participants’ cooperative behaviors were facilitated further by the rareness and uncertainty of knowledge needed for their tasks. In addition, potential conflicts were mitigated by the separation of competition and cooperation, and by the close business relationship among them.