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Chapter 130managers, and other stakeholders interact and learn from each other, researchers and practitioners can uncover key factors that contribute to successful implementation and sustained change in intellectual disability care organisations. Wenger and colleagues (2002) defined a Community of Practice (CoP) as follows:Groups of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in this area by interacting on an ongoing basis. Participants don%u2019t necessarily work together every day, but they meet because they find value in their interactions by sharing information, insight and advice. They accumulate knowledge and they become informally bound by the value they found in learning together (Wenger et al., 2002, page 4-5).Originally the concept of a CoP was meant for personal growth and developing individual professional identity (Wenger, 1998). However, this focus shifted to a CoP as a managerial tool that could promote knowledge exchange among professionals for the benefit of organisations (Li et al., 2009; Wenger et al., 2002). A CoP has three characteristics: %u2018domain%u2019, %u2018community%u2019 and %u2018practice%u2019. The domain creates the common ground of knowledge and competence concerning a subject that differentiates (potential) members from non-members. The member has to know something about and be interested in the topic at hand. The domain also outlines the boundaries that enable members to decide what is worth to share and discuss. The community creates the social structure that facilitates learning through interactions and relationships, usually initiated by someone well respected concerning the topic, and organised by someone with a coordinating or facilitating role. The practice is the specific knowledge the community shares, develops and maintains. This includes not only documentation, but also ideas, information, experiences, courses and ways of addressing recurring issues (Li et al., 2009). The concept of a CoP has been used as an organisational infrastructure for facilitating implementation of evidence-based practices and innovations in health care settings (Barbour et al., 2018; Ranmuthugala, Cunningham,