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Large-scale online communities rely on computer-mediated communication between participants, enabling them to sustain interactions and exchange on a scale hitherto unknown. Yet little research has focused on how these online communities sustain themselves and how their interactions are structured. In this paper, we theorize and empirically measure the network exchange patterns of long-duration sustainable online communities. We propose that participation dynamics follow specific forms of social exchange: direct reciprocity, indirect reciprocity, and preferential attachment. We integrate diverse findings about individual participation motivations by identifying how individual behavior manifests in network-level structures of online communities. We studied five online communities over 27 months and analyzed 38,483 interactions using exponential random graph (p*) models and mixed-effects analysis of covariance. In a test of competing models, we found that network exchange patterns in online community communication networks are characterized by direct reciprocity and indirect reciprocity patterns and, surprisingly, a tendency away from preferential attachment. Our findings undermine previous explanations that online exchange follows a power law distribution based on people wanting to connect to "popular" others in online communities. Our work contributes to theories of new organizational forms by identifying network exchange patterns that regulate participation and sustain online communities.

Purpose– Knowledge capturing and sharing within an organization have been extensively studied in the literature. In this stream of work, an influential focus is on the process of encoding and managing knowledge to enable effective reuse within the organization. With the advancement of internet and web technologies, there is an increased interest in the study of knowledge flows in online communities. The authors highlight in this paper the fact that the boundaries between internal and external organizational knowledge are disappearing, mainly due to the extensive use of online-based platforms to support organizational operations. The authors believe that this will affect the activities of knowledge management in today's businesses. The purpose of this paper is to provide guidelines for organizations on how to bridge their internal and external knowledge using an integrated semantic approach.Design/methodology/approach– In this paper the authors review two classes of approaches, those that target internal organizational knowledge, and those that target online knowledge flow processes. Then the authors identify the challenges involved in today's knowledge environments. To address those challenges, the authors propose a framework to bridge and integrate internal and external organizational knowledge. The authors map the activities handled in the framework to the existing knowledge management activities identified from the literature, and highlight how emerging technologies are used to support such activities along the knowledge management process. The authors apply the approach in the context of an organization's process that heavily depends on the appropriate alignment of internal and external knowledge. The authors focus on the use of emerging technologies that support collaboration and the generation of explicit and reusable semantics.Findings– Interaction points within organizations can be used to define the scope of knowledge exchanged. Following a methodology around the proposed framework, it is feasible to create conceptual connections around internal and external knowledge through explicit semantics. Such connections that are created to support online communities' knowledge exchange can be applied to internal organizational knowledge, and used as a bridge to external knowledge sources.Originality/value– The paper provides a roadmap for organizations on how to manage organizational knowledge processes in a coherent and collaborative semantic platform, with a view to what is available outside the boundaries of an organization.

Much of IT research focuses on issues of adoption and adaptation of established technology artifacts by users and organizations and has neglected issues of how new technologies come into existence and evolve. To fill this gap, this paper depicts a complex picture of technology evolution to illustrate the development of Web browser technology. Building on actor‐network theory as a basis for studying complex technology evolution processes, it explores the emergence of the browser using content analysis techniques on archival data from 1993‐1998. Identifies three processes of inscribing, translating, and framing that clarify how actors acted and reacted to each other and to the emergent technological definition of the browser. This spiral development pattern incorporates complex interplay between base beliefs about what a browser is, artifacts that are the instantiation of those beliefs, evaluation routines that compare the evolving artifact to collective expectations, and strategic moves that attempt to skew the development process to someone's advantage. This approach clarifies the complex interdependence of disparate elements that over time produced the Web browser as it is known today.

Where do valuable contributions originate from in online innovation communities? Prior research provides conflicting answers. One view, consistent with a community of practice perspective, is that valued knowledge contributions are primarily provided by central participants at the core of a community. In contrast, other research—including work adopting an open innovation perspective—predicts that valuable ideas primarily emerge from peripheral participants, those at the margins of a field of knowledge who provide novel ideas and viewpoints. We integrate these contrasting perspectives by considering two distinct forms of position: social embeddedness (a core social position within the social network of participants interacting within a community) and epistemic marginality (a peripheral epistemic position based on the network of topics discussed by a community). Analyzing contributions by 697,412 participants of 52 Stack Exchange online innovation communities, we find that both participants who are socially embedded and participants who are epistemically marginal provide knowledge contributions that are highly valued by fellow community participants. Importantly, among epistemically marginal participants, those with high social embeddedness are more likely to provide contributions valued by the community; by virtue of their epistemic marginality, these participants may offer novel ideas while by virtue of their social embeddedness they may be able to more effectively communicate their ideas to the community. Thus, the production of knowledge in an online innovation community involves a complex interaction between the novelty emanating from the epistemic periphery and the social embeddedness required to make ideas congruent with existing social and epistemic norms.

Because new technologies allow new performances, mediations, representations, and information flows, they are often associated with changes in how coordination is achieved. Current coordination research emphasizes its situated and emergent nature, but seldom accounts for the role of embodied action. Building on a 25-month field study of the da Vinci robot, an endoscopic system for minimally invasive surgery, we bring to the fore the role of the body in how coordination was reconfigured in response to a change in technological mediation. Using the robot, surgeons experienced both an augmentation and a reduction of what they can do with their bodies in terms of haptic, visual, and auditory perception and manipulative dexterity. These bodily augmentations and reductions affected joint task performance and led to coordinative adaptations (e.g., spatial relocating, redistributing tasks, accommodating novel perceptual dependencies, and mounting novel responses) that, over time, resulted in reconfiguration of roles, including expanded occupational knowledge, emergence of new specializations, and shifts in status and boundaries. By emphasizing the importance of the body in coordination, this paper suggests that an embodiment perspective is important for explaining how and why coordination evolves following the introduction of a new technology.

Online communities (OCs) are a virtual organizational form in which knowledge collaboration can occur in unparalleled scale and scope, in ways not heretofore theorized. For example, collaboration can occur among people not known to each other, who share different interests and without dialogue. An exploration of this organizational form can fundamentally change how we theorize about knowledge collaboration among members of organizations. We argue that a fundamental characteristic of OCs that affords collaboration is their fluidity. This fluidity engenders a dynamic flow of resources in and out of the community—resources such as passion, time, identity, social disembodiment of ideas, socially ambiguous identities, and temporary convergence. With each resource comes both a negative and positive consequence, creating a tension that fluctuates with changes in the resource. We argue that the fluctuations in tensions can provide an opportunity for knowledge collaboration when the community responds to these tensions in ways that encourage interactions to be generative rather than constrained. After offering numerous examples of such generative responses, we suggest that this form of theorizing—induced by online communities—has implications for theorizing about the more general case of knowledge collaboration in organizations.

When actors deem technological change undesirable, they may act symbolically by pretending to comply while avoiding real change. In our study of the introduction of an algorithmic technology in a sales organization, we found that such symbolic conformity led unintendedly to the full implementation of the suggested technological change. To explain this surprising outcome, we advance a regime-of-knowing lens that helps to analyze deep challenges happening under the surface during the process of technology introduction. A regime of knowing guides what is worth knowing, what actions matter to acquire this knowledge, and who has the authority to make decisions around those issues. We found that both the technologists who introduced the algorithmic technology, and the incumbent workers whose work was affected by the change, used symbolic actions to either defend the established regime of knowing or to advocate a radical change. Although the incumbent workers enacted symbolic conformity by pretending to comply with suggested changes, the technologists performed symbolic advocacy by presenting a positive side of the technological change. Ironically, because the symbolic conformity enabled and was reinforced by symbolic advocacy, reinforcing cycles of symbolic actions yielded a radical change in the sales' regime of knowing: from one focused on a deep understanding of customers via personal contact and strong relationships, to one based on model predictions from the processing of large datasets. We discuss the theoretical implications of these findings for the introduction of technology at work and for knowing in the workplace.

Knowledge differences impede the work of cross-functional teams by making knowledge integration difficult, especially when the teams are faced with novelty. One approach in the literature for overcoming these difficulties, which we refer to as the traverse approach, is for team members to identify, elaborate, and then explicitly confront the differences and dependencies across the knowledge boundaries. This approach emphasizes deep dialogue and requires significant resources and time. In an exploratory in-depth longitudinal study of three quite different cross-functional teams, we found that the teams were able to cogenerate a solution without needing to identify, elaborate, and confront differences and dependencies between the specialty areas. Our analysis of the extensive team data collected over time surfaced practices that minimized members' differences during the problem-solving process. We suggest that these practices helped the team to transcend knowledge differences rather than traverse them. Characteristic of these practices is that they avoided interpersonal conflict, fostered the rapid cocreation of intermediate scaffolds, encouraged continued creative engagement and flexibility to repeatedly modify solution ideas, and fostered personal responsibility for translating personal knowledge to collective knowledge. The contrast between these two approaches to knowledge integration—traverse versus transcend—suggests the need for more nuanced theorizing about the use of boundary objects, the nature of dialogue, and the role of organizational embeddedness in understanding how knowledge differences are integrated.

Fast-response organizations are under increased scrutiny as to their ability to mount a timely and coordinated response to unexpected events. Our inductive study focuses on a high profile murder that occurred in Amsterdam in 2011 where a large multidisciplinary police team faced major coordination challenges and was unsuccessful in switching from the practice of surveillance to that of apprehension when their target was suddenly gunned down. Our analysis suggests that challenges related to relational ambiguity, knowledge flows, communications technology, team composition, and field obstructions, hindered the switching between practices under conditions of surprise and fast response. The paper offers a theoretical framework toward a greater understanding of the persistent coordination challenges that arise when a sudden switch from one practice to another becomes necessary. Our study contributes toward a greater understanding of practice performance and the social and material challenges related to switching between practices.

Technology has been an important theme in the study of organizational form and function since the 1950s. However, organization science's interest in this relationship has declined significantly over the past 30 years, a period during which information technologies have become pervasive in organizations and brought about significant changes in them. Organizing no longer needs to take place around hierarchy and the collection, storage, and distribution of information as was the case with "command and control" bureaucracies in the past. The adoption of innovations in information technology (IT) and organizational practices since the 1990s now make it possible to organize around what can be done with information. These changes are not the result of information technologies per se, but of the combination of their features with organizational arrangements and practices that support their use. Yet concepts and theories of organizational form and function remain remarkably silent about these changes. Our analysis offers five affordances—visualizing entire work processes, real-time/flexible product and service innovation, virtual collaboration, mass collaboration, and simulation/synthetic reality—that can result from the intersection of technology and organizational features. We explore how these affordances can result in new forms of organizing. Examples from the articles in this special issue "Information Technology and Organizational Form and Function" are used to show the kinds of opportunities that are created in our understanding of organizations when the "black boxes" of technology and organization are simultaneously unpacked.