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The purpose of this paper is to focus on the underpinning dynamics that explain collective intelligence.

Collective intelligence can be understood as the capacity of a collective system to evolve toward higher order complexity through networks of individual capacities. The authors observed two collective systems as examples of the dynamic processes of complex networks – the wiki course PeSO at the Universidad de Los Andes, Bogotá, Colombia, and an agent-based model inspired by wiki systems.

The results of the wiki course PeSO and the model are contrasted with a random network baseline model. Both the wiki course and the model show dynamics of accumulation, in which statistical properties of non-equilibrium networks appear.

The work is based on network science. The authors analyzed data from two kinds of networks: the wiki course PeSO and an agent-based model. Limitations due to the number of computations and complexity appeared when there was a high order of magnitude of agents.

Better understanding can allow for the measurement and design of systems based on collective intelligence.

The results show how collective intelligence emerges from cumulative dynamics.

A theoretical analysis evidences the existence of multiple patterns of collective leadership and serves as foundation for the proposal of a two-dimensional model of collective leadership, which evaluates leadership sharedness (the extent to which leadership roles are shared by group members), and leadership distribution (the extent to which different leadership roles are permanently assigned to group members). The relationship between these dimensions and committee effectiveness is further tested.

A social networks methodology is used with a sample of 28 committees. Two complementary network properties (centralization and density) are used to operationalize leadership sharedness and a new measure is developed to operationalize leadership distribution. Stepwise regressions test the relation between collective leadership dimensions and performance.

The model proposed advances the understanding of collective leadership’s internal dynamics and facilitates empirical comparisons of the effectiveness of various forms of collective leadership. The highest committee performance was found in groups where members contribute equally to charismatic and supportive leadership but only when these equal contributions were high. In collective directive and participative leadership, however, equality of contribution was associated to higher performance independently on the strength of members’ contributions. No relationship was found between the distribution of leadership roles among group members and committee performance.

A small sample size may have reduced hypothesis testing power. The intraclass corrections (ICC(2)) were lower than recommended. Finally, results cannot be extrapolated beyond committees, which have very unique characteristics due to their low typical interaction.

Organizations can improve committee performance by ensuring high and equal participation of members in their group’s leadership through training and selection. Enhancing participation of all members in leadership requires special attention to women and members of minorities, that are typically attributed less leadership influence and whose commitment to the group may be hurt by lack of involvement.

The two-dimensional model proposed goes beyond previously published models in exploring several aspects of collective leadership internal dynamics by advancing the understanding how different aspects of collective leadership patterns affect group performance.

The vast majority of interventions during organizational change tend to focus on individually-held attitudes toward change. However, groups often form collective attitudes that are distinct from those held by its individual members, and organizational change often necessitates collective attitude change within teams, work units, or even the entire organization. We challenge the dominant view that collective attitudes to organizational change merely reflect an aggregation of individual attitudes by considering how and why collectively-held change attitudes are formed and activated. Drawing on social network theory, we propose an alternative approach toward an understanding of change. Acknowledging and detailing attitude formation as a social response to change – a social system of interaction among change recipients – we explain how collective attitudes to organizational change emerge. With this stance, individuals may hold broad and differing attitudes, but as a group can come together to share a collective attitude toward change. Using this approach, we explain how collective attitudes and individual attitudes are linked through top-down or bottom-up processes, or a combination of both. Developing this alternative perspective improves our understanding of how collective attitudes to change develop and evolve and enables both scholars and practitioners to better manage and influence the formation of change-supportive collective attitudes.

This study aims to review the last 50 years of academic research on collective leadership (CL) and how far it has progressed by using the Scopus database and the science mapping technique of bibliometric analysis.

This study has analysed 417 publications from the Scopus database on collective leadership from 1967 to 2023. Data were analysed using MS Excel and VOSviewer.

There has been research from different parts of the world on the various aspects of collective leadership. In recent years, collective leadership research has gained momentum. However, collective leadership is still at a nascent level when it comes to the applicability of the concepts. So far, the research on collective leadership has relied on themes such as shared leadership and distributed leadership, how collective leadership differs from other similar-looking leadership styles such as transformational leadership, and how this influences followers’ outcomes such as team effectiveness, achievements, relations, commitment, etc. Most of the research so far has been done in the United States of America, the UK and the Australian context. There exists a huge gap for studying collective leadership in African, Middle Eastern and Asian contexts.

Collective leadership research trends may be addressed to enable academics and practitioners to better understand current and future trends and research directions. Future studies in this field might use the findings as a starting point to highlight the nature of the topic.

Bibliometric techniques provide a far more comprehensive and reliable picture of the field. This article has the potential to serve as a one-stop resource for researchers and practitioners seeking information that can aid in transdisciplinary endeavours by leading them to recognized, peer-reviewed papers, journals and networks.

The ubiquity of digitally intermediated interactions is changing the ways in which social interaction creates the cognitive and institutional underpinnings of new markets. Logics that define markets used to be localized, but they now emerge from crowds that span – and persist – across time and space. This article builds a theory of how crowds emerge and evolve in a way that influences the emergence of shared logics and helps explain why some markets are viable while others are not. What is revealed is that a crowd has a hidden niche structure that determines the fate of a new market.

Purpose – We outline how research on groups in disrupted environments can advance research on group processes.

Design/Methodology/Approach – We review studies of groups in disrupted environments, drawing mostly on military research to generate understanding of intra- and intergroup dynamics. We also identify new technologies and methods to improve measurement and modeling of groups.

Findings – When consolidated, the research documenting challenges groups operating in disrupted environments face suggests the importance of considering them as a unique set of circumstances for groups. It also identifies methods for objectively measuring and modeling groups in these environments.

Practical Implications – This chapter will help practitioners determine factors pertinent to groups working in disrupted environments, identify group processes that generate success and those that undermine group effectiveness, and point to emerging technologies to better measure and model group processes in disrupted environments.

Social Implications – Group processes affect both individuals and societies. In the context of the disrupted environments, group performance translates to enormous consequences for individuals, as well as national security and humanitarian implications.

Originality/Value of the Chapter – This chapter uniquely consolidates the vast amount of research on groups operating in disrupted environments and also is innovative in emphasizing the disrupted context as a generalizable situation that elucidates key dimensions of group processes and performance in disrupted environments.

The study refers to a health-care organization engaged in adopting “home health care” as a new object of activity. This study aims to explore how the reconfiguration of the object influences the transformative perspective, affecting not just a service but a broader approach and meaning behind patient care. It also investigates the main contradictions at play and the levers to support inter-organizational learning while facing the new challenges and change processes.

The work is based on a qualitative and ethnographic methodology directed to examine cultural, practical and socio-material aspects. The activity theory is assumed as a powerful approach to understand collective learning and distributed agency processes.

The renewal of the new object of work is analyzed as a trigger for shifts in representations, cultural processes and collective support implemented by the organization. Three agentic trajectories – technical, dialogical and collaborative agency – were cultivated by the management to deliver home health care through joint exercises of coordination and control, dialogical spaces and collaborative process.

The data collection was disrupted by the pandemic. A follow-up study would be beneficial to inquire how the learning processes shifted or were influenced by the contextual changes.

This contribution provides a practical framework for health-care organizations aiming to navigate and explore the physiological tensions and contradictions emerging when the object of work is changed.

The paper develops the field of intra- and inter-organizational learning by presenting an intertwined and structural connection between these processes and the renewing of the object of work. It advises that processes of transformation must be handled with attention to the critical and collective dynamics that accompany sustainable and situated changes.

This chapter analyzes #YesAllWomen, one of the largest, most visible, feminist Twitter events of recent years. Though hashtags and other forms of digital activism are not always taken seriously as politics, in this project we investigate #YesAllWomen and its recirculation through media and public blogs, as an important instance of contemporary feminist discursive activism. Specifically, we argue that the hashtag functioned, first, as a site of collective identity for participants, and we describe some of the ways in which this identity building was achieved, and second, we argue that through its links to and recirculation by other platforms and media, #YesAllWomen also functioned as a public protest or agenda-building event with impact on public discourse beyond Twitter. Our project draws on content and discourse analysis methods to analyze the #YesAllWomen hashtag and to trace its interaction with other discourses such as news and blogs, including an automated content analysis of almost two million tweets and an analysis of a sample of 251 media and blog stories. We note that contemporary feminists are using digital media, in this case a Twitter hashtag, to achieve many of the same discursive goals of knowledge building and critique that have previously been achieved using other communications strategies such as consciousness-raising groups, publishing collectives, media strategies, and zaps.

We know a great deal about the ways in which routines of news coverage may bias newspaper content, but little about how different article retrieval practices influence newspaper data assembled by scholars. Using the New York Times as a source of data on social movement activity, we compare depictions of protest by the African-American Civil Rights movement over time produced using the two most common article retrieval methods: index versus full-story coding. Full-story coding clearly offers more depth and greater breadth in terms of the events identified. Moreover, many of the same event characteristics associated with selection bias in newspaper reporting (e.g., size and confrontational nature of a protest event, presence of counter-demonstrators or police, and event sponsorship by a recognized social movement organization) are selected upon again when stories are indexed by New York Times staff.