This dissertation uncovers how informal and self-organized
communities of practice as a source of learning and adaptability
are embedded in their formal organizational surroundings. Based on
an interpretative case study of three communities of practice
within the German Federal Armed Forces, the author theorizes this
embeddedness as shaped through cultural dynamics and leadership
processes. In particular, the author draws on a practice lens and
complexity leadership theory in explaining how communities of
practice generate new resources (i.e., adaptability), produce and
reproduce broader socio-cultural structures, and are enabled as
well as influenced by formal leadership.
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