This article attempts to unpack the notion of 'communities of practice', in more detail than has been done before, and looks more generally at intra-organizational groups for learning. First, it gives a theoretical analysis of the relevant characteristics of learning groups which affect the possibilities and conditions for the sharing and joint development of knowledge. These characteristics include opportunities for learning (on the 'competence' side of relations), relational risk (on the 'governance' side of relations), and the effects on both from the 'structural features' of groups. On the competence side, it analyses the implications of different types of knowledge and learning, and the trade-off between stability of relations (for the sake of mutual understanding and trust) and flexibility of relations (for the sake of variety as a source of learning). On the structural side, it considers the effects on competence and governance of network density, the strength of ties, structural holes, and stability of group membership. On the governance side, it considers psychological risk, in loss of reputation or legitimation, career risk and risk of competition, and risk of lock-in into the group. Trust yields one basis for dealing with such risks, and the article discusses what that means and how trust develops. Next, the analysis is used in an exploratory empirical study of a consultancy company, to see if the theoretical framework can explain the occurrence, structure, functioning, and performance of learning groups found in practice.
