Supersizing Intelligence: How the Collective Mind Builds on Dual Networks

• Date: 01 July 2018
• Author: Maria Fernanda Abarca Galindo,Matthew S. Checkley
• Published date: 01 July 2018
• DOI: http://doi.org/10.1002/jsc.2202

RESEARCH ARTICLE

DOI: 10.1002/jsc.2202

Strategic Change. 2018;27(4):291–300. wileyonlinelibrary.com/journal/jsc © 2018 John Wiley & Sons, Ltd. 291

Abstract

Strate]y is collecঞe intelli]ence. It is orঞmiable ia a blend o= two balanced archetyres o=

co]niঞe networh. Indiidual and collecঞe intelli]ence derends on structured in=ormaঞon Yows

which can be orঞmied =or eLciency or orঞonality. inds and their intelli]ence etend beyond

the shull ia interacঞn] media such as lan]ua]e, technolo]y networhs, and or]aniaঞons.

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Strate]y and or]aniaঞon are rroducts o= the mind. $he brain, ]rours,

or]aniaঞons, or enঞre socieঞes, can be understood as networhs o=

Yowin] in=ormaঞon (c=. astells, 2000; utchins, 199Ɣ; +u, uan],

Sin]er, & iholiࣀ, 2008). uman intelli]ence correlates with networh

rrorerঞes o= brain anatomy and its rrocessin] o= in=ormaঞon (c=. Li

et al., 2009). In addiঞon, researchers hae be]un to study collecঞe

intelli]ence (Woolley et al., 2010), and its many ]uises in or]ania-

ঞonal, distributed, or technolo]y-enabled =orm (c=. $olle=sen, 200ѵ).

In collecঞe intelli]ence, as in indiidual intelli]ence, the structure o=

in=ormaঞon Yows is ital to rer=ormance (c=. Woolley et al., 2010).

ien the centrality o= indiidual and collecঞe intelli]ence to so

much human and or]aniaঞonal endeaor, a more =undamental under-

standin] o= its underlyin] in=ormaঞonal structure, and =uture roten-

ঞal, is o= alue. ut while the imrortance o= structured networhs o=

Yowin] in=ormaঞon is widely reco]nied, there is no holisঞc theory o=

what, i= any, networh structures are most aluable to intelli]ence and

its orঞmiaঞon. In addressin] the challen]e o= structure, this rarer

builds a rarsimonious model o= both collecঞe and indiidual intel-

li]ence as a]]re]aঞons o= two networh archetyres.

$o share the ar]ument, the arঞcle draws on research and eam-

rles =rom mana]ement, Cnance, entrerreneurshir, and or]aniaঞons;

collecঞe intenঞonality, and collecঞe intelli]ence (or its absence),

writ lar]e. irst, it selecঞely reiews literature on mana]erial, or]a-

niaঞonal, and collecঞe co]niঞon. et, it addresses indiidual and

collecঞe intelli]ence. $here is stress on scholarsĽ aemrts to co]-

niঞely linh the indiidual and the collecঞe, rarঞcularly in ]rou r

or or]aniaঞonal contets. ain] idenঞCed some riotal networh-

related themes, the rarer then breahs new ]round by considerin] how

tyres o= networh erlain and rredict co]niঞe outcomes at di@erent

leels o= analysis. rorosiঞons are deelored =or researchers o= collec-

ঞe and or]aniaঞonal intelli]ence. $he rarer concludes with a model

o= networhed, mulঞ-leel co]niঞon, and imrlicaঞons =or theory, =ol-

lowed by a summary.

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ana]erial co]niঞon is widely considered an or]aniaঞonal carabil-

ity. ana]ers can re-interrret the business enironment and arran]e

carabiliঞes to Ct emer]in] orrortuniঞes (in]ham, isenhardt, & urr,

2007; aeম & Leinthal, 2000). ana]erial awareness o= contet

a@ects how or]aniaঞons ]rasr orrortuniঞes and, si]niCcantly, this

mediates rer=ormance outcomes. $he matchin] o= or]aniaঞonal

carabiliঞes to contet is co]niঞe; a beer Ct causes a beer out-

come (]]ers & arlan, 2009; $aylor & el=at, 2009). eer outcomes

mi]ht also be caused by beer ]rour-worhin]. rours can ]ie rise to

the collecঞe mind; it emer]es wherein indiiduals rrocess in=orma-

ঞon with heed while co]niঞely contribuঞn] and subordinaঞn] their

acঞons to collecঞe rer=ormance (Weich & !oberts, 1993).

oth human and social carital are imrortant to or]aniaঞonal

rer=ormance (c=. i, ierman, Shimiu, & ochhar, 2001). Imrroed

or]aniaঞonal rer=ormance can be related to two dimensions o=

acঞity. irst, there is striin] =or ]reate r eLciency (broadly stated,

reCnin] established rrocesses), which tends to mediate a]ainst, sec-

ond, erloraঞon (broadly stated, tryin] new rrocesses, as concern-

in] much entrerreneurial worh). $o imrroe rer=ormance, mana]ers

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2 &niersity o= loucestershire

usiness School, $he arh, heltenham,

loucestershire, LƔ02!, &

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ahew hechley, 34 reat orwood

Street, heltenham LƔ02, &.

mail: mahew.chechleyŠbঞnternet.com

* JL classiCcaঞon code: D8Ɣ.

Strategic Change. 2018;27(4):291–300. wileyonlinelibrary.com/journal/jsc © 2018 John Wiley & Sons, Ltd. 291