Degenerative Structures Which Inhibit Communities of Practice: A Case Study of the British Council

Abstract

This paper presents the British Council’s knowledge management strategy. It outlines how, as part of this strategy, the organization attempted to engender communities of practice among a strategically significant group spread across the 110 countries in which the organization operates. Using a case study of this group, the paper explores 'degenerative structures' which impact on the ability to engender communities of practice and, through consideration of issues of individualization and risk, highlights a series of paradoxes which inhibited this organizations attempt to move from a 'hub-and-spoke' structure to become a networked organization in which communties of practice flourish.

Keywords: knowledge management, communities of practice, cultural relations, risk, individualisation