| Abstract: | Firm‐hosted online communities are increasingly a part of innovation efforts that seek to provide a flow of external ideas into organizations. However, many online communities do not gain traction or die out over time. One possible but underresearched driver of sustained engagement by members of firm‐hosted communities is a social identity that makes community members feel like they are part of the firm. We sought to empirically derive the organizational practices that support community members having a dual social identity with both communities and organizations. We completed extensive field work and over 90 interviews regarding two firms that had a history of sustained engagement by members of their communities: T‐shirt firm Threadless and automotive firm Local Motors. We identified eight organizational practices that supported dual social identity. Four of these practices made members perceive a porous boundary between firm and community, including an “open house” policy and hiring from the community. Another four practices made members feel supported in community efforts, including promoting community projects and having top management active in the community. We describe the practices in detail and the implications for firms using online communities as one component of their portfolio of innovation efforts. |
