Boundary objects as connectors between communities of practices in the organizational context

Conditions in the current labor market push organizations to adapt to continuous change which is driven both by external and internal forces. On the one hand, the radical and rapid diffusion of globalization and the pervasive use of technology are forcing organizations to deal with new markets and to explore new business areas. On the other, corporate reorganization, business expansion and contraction and the absorption of other businesses create further pushes toward a reforming of an organization’s strategic vision, cultural norms and internal practices. Therefore, whatever the drive and/or cause of these pressures, change always represents a crucial experience within organizational life. It can lead to a reforming of the sense-making processes and of the practices that concretely flow into learning. Through change, organizations(andofcoursetheindividualsthatbelongtothem)havetheopportunitytogrow, acquire skills and gain knowledge that will help them to cope with the difficulties and challenges that are presented by continuous change (Akkerman and Bakker, 2011). Espousing a cons tructionist and socio-cultural view of learning, the aim of this article is to show how – if properly managed – these dynamics could be a potential positive force for the organizations experiencing change and transitions.