Organizations comprise many social communities which arguably contribute to organizational knowledge creation. Two of these are the widely discussed community of practice and the lesser known micro-community of knowledge. Within such organizational communities collegial relationships are formed and maintained, norms and expectations learned, experiences shared, and ideas articulated and developed. The quality of collegial relations fostered by such communities, together with the importance of productive dialogue, have been identified as key components in organizations with the capability for ongoing innovation. Although (...) communities of practice have long been recognized as contexts for both learning and the development of collegial relations, little attention has been paid to micro-communities of knowledge. Using examples from a micro-community of knowledge found in a small New Zealand-based IT company, I demonstrate the ways in which participants ‘do collegiality’ towards establishing relational engagement. An example of collegial interaction in a community of practice is provided by way of contrast. The article concludes by arguing that despite being two distinct interactional contexts, the repertoire of relational skills required and the potential for social learning through participation in these two kinds of communities renders them not only complementary, but tightly interdependent. (shrink)