Two Perspectives on Intellectual Capital and Innovation in Teams: Collective Intelligence and Cognitive Diversity

2013 ◽  
pp. 453-460 ◽  
Author(s):  
Ishani Aggarwal ◽  
Anita Woolley
Keyword(s):  
Intellectual Capital ◽  
Collective Intelligence ◽  
Cognitive Diversity

Cross-Cultural Aspects of Collective Intelligence Online

2019 ◽  
pp. 1-21
Author(s):  
Lesley S. J. Farmer
Keyword(s):  
Social Media ◽  
Intellectual Capital ◽  
Collective Intelligence ◽  
Group Interaction ◽  
Cross Cultural ◽  
Collective Knowledge ◽  
Interactive Technologies ◽  
Online Technology ◽  
Interactive Mode ◽  
Cultural Aspects

Today's wisdom society depends on intellectual capital, that is, collective knowledge and informational assets. Increasingly, the global scene reflects a more interactive mode relative to information, particularly because of social media. As heterogeneous groups bring different expertise and perspectives, their gathered and organized knowledge can lead to more informed decisions and resultant actions. This collective intelligence has been transformed with the advent of easily accessible interactive technologies. Adding to the complexity, cross-cultural aspects impact the processes leading to collective intelligence as culture impacts individual and group interaction. This chapter explores the intersection of collective intelligence, online technology, and cross-cultural aspects. The chapter also shares research-based conditions to optimize that intersection.

New ICTs for Knowledge Management in Organizations

2016 ◽  
Vol 20 (3) ◽  
pp. 417-422 ◽  
Author(s):  
Pedro Soto-Acosta ◽  
Juan-Gabriel Cegarra-Navarro
Keyword(s):  
Knowledge Management ◽  
Information And Communication Technologies ◽  
Intellectual Capital ◽  
Collective Intelligence ◽  
Organizational Level ◽  
Special Issue ◽  
Content Type ◽  
Academic Knowledge ◽  
The Impact

Purpose The purpose of this special issue is to point out the possibilities of new information and communication technologies (ICTs) for knowledge management (KM) in organizations, offering different perspectives on and approaches for the role of new ICTs for KM, as well as measuring the impact and diffusion of new ICTs for KM within organizations. Design/methodology/approach The selection of the papers included in this special issue is largely based on the work of the conference “7th European Conference on Intellectual Capital - ECIC” (April 2015, Cartagena, Spain), where the special issue editors organized a track on “New ICTs for Knowledge Management in Organizations”. The conference gathered leading scholars in the fields of intellectual capital and KM, dealing with the acquisition, creation and sharing of collective intelligence and how to utilize increased academic knowledge and networking in promoting economic and organizational innovations and changes. Findings The collection of papers covered in this special issue identifies challenging problems on the role of new ICTs for KM and their role in the design and implementation of innovative products, services or processes in organizations. Research limitations/implications The special issue tries to offer some new relevant advances for the academic and practice communities in the growing body of research analyzing new ICTs for KM. However, the theoretical and empirical advances showed represent only a partial view, which corresponds to the impact of new ICTs for KM at the organizational level of analysis. Practical implications The nature of new ICTs, such as social networking tools, wikis, internal blogging and the way they are used, suggest that nowadays they may differ from traditional organizational systems in two critical ways: the voluntary (typically not mandatory) use and their lack of activity or process orientation. Originality/value The special issue explores the phenomena by integrating different perspectives and approaches, including qualitative and quantitative empirical. This integration overcomes some limitations about the understanding of the issues under investigation.

scholarly journals Cognitive diversity promotes social learning - but only when cognitive differences are obscured

2021 ◽  
Author(s):  
Douglas Guilbeault ◽  
Austin van Loon ◽  
Katharina Lix ◽  
Amir Goldberg ◽  
Sameer Srivastava
Keyword(s):  
Social Learning ◽  
Collective Intelligence ◽  
Social Identities ◽  
Cognitive Diversity ◽  
Experimental Paradigm ◽  
Complex Interplay ◽  
Cognitive Differences ◽  
Similarities And Differences ◽  
Creativity And Innovation ◽  
Focal Issue

Cognitive diversity is often assumed to catalyze creativity and innovation by promoting social learning. Yet the learning benefits of cognitive diversity often fail to materialize. Why does cognitive diversity promote social learning in some contexts but not in others? We propose that the answer partly lies in the complex interplay between cognitive diversity and cognitive homophily: The likelihood of individuals learning from one another, and thus changing their views about a substantive issue, depends crucially on whether they are aware of the cognitive similarities and differences that exist between them. When social identities and cognitive associations about concepts related to a focal issue are obscured, we theorize that cognitive diversity will promote social learning by exposing people to novel ideas. When cognitive diversity is instead made salient, we anticipate that a cognitive homophily response is activated that extinguishes cognitive diversity’s learning benefits---even when social identity cues and other categorical distinctions are suppressed. To evaluate these ideas, we introduce a novel experimental paradigm and report the results of four pre-registered studies (N=1,325) that lend support to our theory. We discuss implications for research on social influence, collective intelligence, and cognitive diversity in groups.

Intellectual capital management in the fourth stage of IC research

2018 ◽  
Vol 19 (1) ◽  
pp. 157-177 ◽  
Author(s):  
Giustina Secundo ◽  
Maurizio Massaro ◽  
John Dumay ◽  
Carlo Bagnoli
Keyword(s):  
Intellectual Capital ◽  
Value Creation ◽  
Collective Intelligence ◽  
Fourth Stage ◽  
Structured Interviews ◽  
Content Type ◽  
Intelligence System ◽  
The University ◽  
Intelligence Approach

Purpose The purpose of this paper is to present a case study of a university that uses a collective intelligence approach for managing its intellectual capital (IC). Specifically, the authors investigate how one of Europe’s oldest business schools, Ca’ Foscari University of Venice (Italy), manages IC through stakeholder engagement to achieve academia’s third mission so contributing to social and economic development. Design/methodology/approach Data are collected through semi-structured interviews and Ca’ Foscari University’s strategic plan. Secundo et al.’s (2016) collective intelligence framework is used to analyse the data. Alvesson and Deetz’s (2000, pp. 19-20) critical management tasks – insight, critique and transformative redefinition – are adopted to frame and discuss the results. Findings On the assumption that a university is a collective intelligence system, the findings demonstrate that IC management needs to change to incorporate an ecosystem perspective, reflecting the fourth stage of IC research. The IC management at the university incorporates its core goal (what), the collective involvement of internal and external stakeholders to achieve the goal (who), the motivations behind the achievement of the goal (why) and, finally, the processes activated inside the university (how) and indicators to assess value creation. Research limitations/implications A new perspective for managing IC in universities that adopts a collective intelligence approach is further developed. Contributions to the fourth stage of IC research – IC in an ecosystem – are highlighted that expand the concept of IC value creation beyond universities into wider society. Practical implications Two key consequences of this case study are that more stakeholders have become involved in IC management and that IC management requires critical rethinking, given the universities’ evolving role. Originality/value This paper brings together issues that are usually dealt with in separate domains of the literature: IC management and collective intelligence in the university setting.

Leadership and the wisdom of crowds: how to tap into the collective intelligence of an organization

2016 ◽  
Vol 44 (1) ◽  
pp. 30-35 ◽  
Author(s):  
Kurt Matzler ◽  
Andreas Strobl ◽  
Franz Bailom
Keyword(s):  
Decision Making ◽  
Leadership Styles ◽  
Design Methodology ◽  
Collective Intelligence ◽  
Peer Pressure ◽  
Wisdom Of Crowds ◽  
Cognitive Diversity ◽  
Content Type ◽  
The Wisdom Of Crowds

Purpose – Under certain conditions, a mass of people can be smarter than the best expert – even if the expert is part of the group. In this paper we show how leaders can improve decision making by tapping into the collective intelligence of their organization. Design/methodology/approach – Based on James Surowiecki’s four conditions of collective intelligence (cognitive diversity, independence, utilization of decentralized knowledge, and effective aggregation of dispersed knowledge), we discuss how leaders can tap into the wisdom of the crowd of their organizations. Findings – We show how leaders can increase cognitive diversity in decision making, access decentralized knowledge in their organizations, encourage individuals to contribute their knowledge without interference from peer pressure, conformity or influence from superiors, and how knowledge can effectively be aggregated to make wiser decisions. Originality/value – While various tools exist to reap the collective intelligence of a group, we argue that leaders also must change their attitudes and leadership styles. Using evidence from various studies and several examples we show what leaders can do to make smarter decisions.

scholarly journals DEMOCRACY ISN'T THAT SMART (BUT WE CAN MAKE IT SMARTER): ON LANDEMORE'S DEMOCRATIC REASON

Episteme ◽  
2016 ◽  
Vol 14 (2) ◽  
pp. 161-175 ◽  
Author(s):  
Aaron Ancell
Keyword(s):  
Decision Procedure ◽  
Group Performance ◽  
Collective Intelligence ◽  
Decision Procedures ◽  
Recent Book ◽  
Cognitive Diversity ◽  
Individual Ability ◽  
The Individual ◽  
Average Individual ◽  
Better Than

AbstractIn her recent book, Democratic Reason, Hélène Landemore argues that, when evaluated epistemically, “a democratic decision procedure is likely to be a better decision procedure than any non-democratic decision procedures, such as a council of experts or a benevolent dictator” (p. 3). Landemore's argument rests heavily on studies of collective intelligence done by Lu Hong and Scott Page. These studies purport to show that cognitive diversity – differences in how people solve problems – is actually more important to overall group performance than average individual ability – how smart the individual members are. Landemore's argument aims to extrapolate from these results to the conclusion that democracy is epistemically better than any non-democratic rival. I argue here that Hong and Page's results actually undermine, rather than support, this conclusion. More specifically, I argue that the results do not show that democracy is better than any non-democratic alternative, and that in fact, they suggest the opposite – that at least some non-democratic alternatives are likely to epistemically outperform democracy.

scholarly journals The Diversity Gap: When Diversity Matters for Knowledge

2021 ◽  
pp. 174569162110060
Author(s):  
Justin Sulik ◽  
Bahador Bahrami ◽  
Ophelia Deroy
Keyword(s):  
Collective Intelligence ◽  
Hypothesis Generation ◽  
Problem Posing ◽  
Cognitive Diversity ◽  
Problem Complexity ◽  
Quantitative Evidence ◽  
Null Effect ◽  
Negative Effect ◽  
Creative Problem ◽  
Political Value

Can diversity make for better science? Although diversity has ethical and political value, arguments for its epistemic value require a bridge between normative and mechanistic considerations, demonstrating why and how diversity benefits collective intelligence. However, a major hurdle is that the benefits themselves are rather mixed: Quantitative evidence from psychology and behavioral sciences sometimes shows a positive epistemic effect of diversity, but often shows a null effect, or even a negative effect. Here we argue that to make progress with these why and how questions, we need first to rethink when one ought to expect a benefit of cognitive diversity. In doing so, we highlight that the benefits of cognitive diversity are not equally distributed about collective intelligence tasks and are best seen for complex, multistage, creative problem solving, during problem posing and hypothesis generation. Throughout, we additionally outline a series of mechanisms relating diversity and problem complexity, and show how this perspective can inform metascience questions.

Managing intellectual capital through a collective intelligence approach

2016 ◽  
Vol 17 (2) ◽  
pp. 298-319 ◽  
Author(s):  
Giustina Secundo ◽  
John Dumay ◽  
Giovanni Schiuma ◽  
Giuseppina Passiante
Keyword(s):  
Public Sector ◽  
Intellectual Capital ◽  
Collective Intelligence ◽  
Future Research ◽  
Fourth Stage ◽  
Underlying Assumption ◽  
Content Type ◽  
The Public ◽  
The University ◽  
Intelligence Approach

Purpose – The purpose of this paper is to provide a new framework for managing intellectual capital (IC) inside a university considering the collective intelligence perspective. Design/methodology/approach – The research method uses the fourth stage of IC research and adopts the collective intelligence approach. The underlying assumption behind the framework is to consider the university as a collective intelligence system in which the tangible and intellectual assets are coordinated towards the achievement of strategic goals. Findings – The conceptual framework for IC management harnesses the power of IC, collectively created by the engagement of multiple stakeholders inside the university network. The main components are the final goal of a university (what); the collective human capital to achieve the goal (who); the processes activated inside the university (how); and finally the motivations behind the achievement of the goal (why). Research limitations/implications – The research is exploratory and the framework offers opportunities for refinement. Future research is needed to verify the application of the framework to other organisations in the public sector intended as collective intelligence systems. A new perspective for managing IC in universities adopting the collective intelligence approach is developed. Contribution to the fourth stage (ecosystem) of IC research is highlighted, expanding the concept of IC value creation beyond the university into wider society. Practical implications – The framework can be used to manage IC strategically in all the systems interpreted as collective intelligence systems in which the role of IC creation from multiple actors is relevant. This makes possible the understanding of how IC helps create value for the society and the region in which the university operates. Originality/value – The originality of the paper is in bringing together issues usually dealt within the literature in separate domains, such as IC management and collective intelligence perspective. The concept of collective intelligence remains an unexplored field in relation to IC management in the public sector. The collective intelligence approach provides a novel contribution to managing IC and is intended to inspire future research.

Understanding intellectual capital disclosure in online media Big Data

2018 ◽  
Vol 26 (3) ◽  
pp. 499-530 ◽  
Author(s):  
Valentina Ndou ◽  
Giustina Secundo ◽  
John Dumay ◽  
Elvin Gjevori
Keyword(s):  
Social Media ◽  
Big Data ◽  
Intellectual Capital ◽  
Collective Intelligence ◽  
Online Media ◽  
Online Data ◽  
Content Type ◽  
Future Goals ◽  
Research Stream ◽  
Media Channels

PurposeIntellectual capital disclosure (ICD) in universities is gaining increasing attention, especially through the adoption of innovative technologies. Online media, as a relevant source of Big Data, is shifting ICD. The purpose of this paper is to explore how Big Data generated through online media, such as websites and platforms like Facebook, can be used as rich sources of data and viable disclosure channels for ICD in a university.Design/methodology/approachThis is an exploratory case study, following the methodology in Yin (2014), that examines how online media data contributes to closing the ICD gap. The IC disclosed through different online media channels by a private university in Albania is analysed using Secundo et al.’s (2016) collective intelligence framework. The online data sources include the university’s website, Facebook page, periodic reports and statements outlining future goals.FindingsWhat the authors discover in this research is that IC is an important part of how universities operate, and IC is communicated through social media, although unintentionally. However, this only serves to highlight the importance of IC, and if researchers want to discover IC and understand how it works in an organisation, they need to include social media and a prime resource for developing that understanding.Research limitations/implicationsMost importantly, the findings add to a growing consensus that ICD researchers, and researchers in other management and accounting disciplines, who traditionally rely on annual corporate social responsibility and other periodic reports, they need to change their medium of analysis because these reports no longer can be relied on to understand IC and its impact on an organisation.Originality/valueOnline media tools and the advent of Big Data have created new opportunities for universities to disclose their IC information to stakeholders in a timely manner and to gain relevant insights into their impact on the society. The originality of the paper resides in the contribution of Big Data to the ICD research stream.

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