1/ Today I read Swan, Scarbrough, & Ziebro (2015) Liminal roles as a source of creative agency in management: The case of knowledge-sharing communities http://doi.org/10.1177/0018726715599585 #5Papers
2/ The purpose of the study was to apply the notion of liminality to the conduct of certain managerial roles in organizations
3/ They explored liminality’s creative potential when enacted by these individuals embedded in organizational (neo-) bureaucracy
4/ It focused on knowledge-sharing ‘communities’, something related to my own knowledge management work
5/Such community managers / coordinators in internal organizational knowledge communities do not clearly fit in any one space, thus they are liminal
6/ The empirical study included semi-structured interviews of 43 coordinators managing 57 communities within 11 organizations
7/ They did not have an explicit methodology, rather a “broadly inductive approach to our data analysis”
8/ Their table listing community coordinator role expectations and role practices were helpful lists, including numerous
9/ Community coordinators enacted liminal roles as knowledge broker, internal consultant, avant-garde, service provider, and orphaned child
10/ Divergent expectations + ambiguity in liminal organizational roles = intense sense-making among the community coordinators #5Papers
My blog post – Liminal Roles as a Source of Creative Agency in Management: An Article Summary https://t.co/twLz7aHufm