IWOT 19, Leuven, 2015 Communities of practice facing rationalization: The organizational politics of community reproduction Stine S. Kilskar and Nina Valle – Master students Monica Rolfsen - Professor Jonas A. Ingvaldsen – Associate professor Department of Industrial Economics and Technology Management, NTNU

Theme of study We explore the organizational dynamics that emerge when a work organization build around a community of practice (CoP) is confronted with rationalization in the form of lean production.

Case company A case study of a Norwegian manufacturer of automotive parts: Car supplier that specializes in producing parts for the global automobile industry Implementation of production system based on ‘lean production’ due to corporate restructuring The unit of study: A small unit with 12 operators, team leader, two middle managers, and unit leader

Methodology Data gathered November 2011 – October 2013: Semi-structured interviews and observations Short-term employment through a research project on Lean in Norway Working with operators during three weeks in 2013 conducting work instructions A part of master thesis

Theoretical background Communities of practice are “groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in this area by interacting on an ongoing basis” (Wenger, McDermott & Snyder, 2002, p. 4). - tacit knowledge, non-canonical practice, learning and identity interwoven. The communities of practice have not been adequately situated within the wider organizational context (e.g. Roberts, 2006). Rationalization tends to make knowledge explicit and standardize work routines in order to make them manageable and objects of cumulative ‘continuous improvement’.

The CoP under study Four distinct characteristics: High level of autonomy Strong commitment and responsibility towards products Knowledge being embodied and a strong value of “getting the work done” Meetings perceived as a waste of time

Rationalization As a consequence of corporate restructuring, the department was expected to work according to the production system of the corporation, based on principles of ‘lean production’. Techniques and tools implemented: Written instructions Formal meetings Figures visualizing production status

Findings Reactions to explicit work descriptions “Suddenly you’re faced with a product you don’t remember how to produce (...) It’s good to be able to look it up” (Operator, October 2013) The system interpreted as control mechanisms “I’ve just been concentrating on my work; it has been so much to do. It’s not my fault, for sure” (Operator, July 2013) Team leaders as “buffer of hypocrisy” “We haven't really found a good way to measure productivity. It’s just colored green (...) We admit to not using it as intended” (Mid-level manager, October 2013)

Conclusion The findings… …support the idea that there are clear tensions between CoP work forms and rationalization pressures understood as the introduction of new routines and control systems. … shows how CoPs cut across hierarchical levels to include local management. …shows how CoPs, at least in the short run, may withstand rationalization pressures.