Purpose Despite the increasing popularity of virtual communities of practice (VCoPs), our understanding of how to intentionally form, develop and sustain them is still at an embryonic stage. Aims to go some way to remedying this. Design/methodology/approach Investigates the attempt by 14 organizations to implement 18 VCoPs. Using existing documents, detailed logs, and focus groups, a large quantity of qualitative data was gathered, coded, and analyzed. Findings The study shows that the environment, the relevance of the VCoP's objectives to its members' daily work, and the degree to which the VCoP is embedded in the organizational structure of an organization are the three structuring characteristics most likely to explain the success or failure of a VCoP at the launching stage. Research limitations/implications The focus is limited to the launching phase; further research should investigate different stages of development. Practical implications The results may offer an indication as to the most important characteristics to consider at the launching stage of a VCoP. Management may want to work at changing the characteristics or take actions to counteract their obstructive effects. Originality/value This paper highlights the need for a contingency approach in VCoPs research and practice, and rids one of the misconception, which is pervasive in the extant literature, that all VCoPs are the same and should be managed the same way.
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