were able to consider problems from more perspectives and come up with more varied solutions. However, cross-functional communities of innovation usually require more time for discussions due to the difference in the members’ level of knowledge concerning different topics and their associated jargons. According to Etienne Wenger, a community of practice (CoP) is a group composed of people who are interested in the same topic and often interact with each other in order to increase their knowledge in this topic. CoPs are very similar to CoIs; however, the two differ in a number of critical ways. They can be easily confused between. A CoP is able to connect the attitudes and values of dissimilar organizations. For example, a researcher may have a similar skill-set as someone working at a corporation; however, they may have very different tacit knowledge and motivation. The formation of a CoP can bring these separate groups with different motivations to form a beneficial partnership. CoPs and CoIs share many traits and are closely related so much so that a CoI can be deemed to be a type of CoP. CoIs are, however, different in certain critical ways not routinely addressed by CoPs, ways that are vital in the process of innovation. CoIs are focused on innovation, and while skills and processes can be transplanted across organizations, innovation processes and methods cannot, without significant customization and adaptation. Another element that separates a CoI is "inspiration to action", which refers to the relationships formed between kindred spirits relationships providing support and inspiration for taking on the uphill battle of creating significant change and embarking on new possibilities. In contrast, this process of innovation and bringing about significant change is not well integrated with corporate strategy. Drivers of collaborative innovation Drivers of organizational innovativeness include team processes and external knowledge (Rose et al., 2016) and networking (Lewis et al., 2018). Communities of innovation and organizational ambidexterity Successful COIs increase innovations within an organization. They, therefore, have the potential to contribute to organizational ambidexterity, which refers to the organization's dual capabilities of managing the current business and being flexible and adaptable to meet future changes and demands. Examples Examples of communities of innovation in history include the communities behind steam engines, iron and steel production, and textile machinery. The Pig Iron industry of Cleveland in the UK during 1850–1870 is a prime example of it. In recent decades, the software