Vol. 1 No. 19 (2021): Journal of Leadership and Management

Innovation-Centric Organizational Community (IOC) Lessons from the Makerspace Movement

Ronald C. Williams
Department of Management and Marketing, Coppin State University, USA
Ericka N. Covington
Department of Management and Marketing, Coppin State University, USA
Published March 20, 2022
  • organizational community,
  • innovation,
  • social identity theory,
  • social belongingness theory
How to Cite
Williams, R. C., & Covington, E. N. (2022). Innovation-Centric Organizational Community (IOC) Lessons from the Makerspace Movement. Journal of Leadership and Management, 1(19). Retrieved from http://leadership.net.pl/JLM/article/view/212


The demand for innovative, solutions-oriented approaches to closing learning competency gaps is leading to the recasting of organizations as learning communities that extend beyond traditional organizational boundaries. In addition, the emerging learning communities are focused on the affective learning domain as the new frontier for improving productivity and sustainable growth.

A state-of-the-art, 34,000 square feet, urban community makerspace is the subject of an exploratory case analysis. Results show the value of developing an innovation-centric organizational community (IOC) that demonstrates focused attention on affective learning processes.

Social identity, social belongingness, and process innovation theories are used as frameworks for examining the emerging organizational community in Open Works Baltimore. The article draws on data from multiple sources to discuss a process innovation model for advancing belongingness, acceptance, and relational intelligence. The conclusions serve as a foundation for further research.


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