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In light of the individualisation, dispersal and pervasive monitoring that characterise work in the ‘gig economy’, the development of solidarity among gig workers could be expected to be unlikely. However, numerous recent episodes of gig workers’ mobilisation require reconsideration of these assumptions. This article contributes to the debate about potentials and obstacles for solidarity in the changing world of work by showing the processes through which workplace solidarity among gig workers developed in two cases of mobilisation of food delivery platform couriers in the UK and Italy. Through the framework of labour process theory, the article identifies the sources of antagonism in the app-mediated model of work organisation and the factors that facilitated and hindered the consolidation of active solidarity and the emergence of collective action among gig workers. The article emphasises the centrality of workers’ agential practices in overcoming constraints to solidarity and collective action, and the diversity of forms through which solidarity can be expressed in hostile work contexts.

This volume provides a balanced look into how ICTs leverage and interact with collective action through avoiding technological determinism, utopianism and fundamentalism, which impacts the current discourse. Recent events in different authoritarian regimes, such as Iran and Egypt, have drawn global attention to a developing phenomenon in collective action: people tend to organise through different social media platforms for political protest and resistance.

We use a novel experimental design to reliably elicit subjects’ strategies in an infinitely repeated prisoner’s dilemma experiment with perfect monitoring. We find that three simple strategies represent the majority of the chosen strategies: Always Defect, Tit-for-Tat, and Grim. In addition, we identify how the strategies systematically vary with the parameters of the game. Finally, we use the elicited strategies to test the ability to recover strategies using statistical methods based on observed round-by-round cooperation choices and find that this can be done fairly well, but only under certain conditions.

We theorize that anger incited by a social movement, which has a mobilizing effect among outsider activists, might immobilize collective action intentions for institutional insiders—those sympathetic to the movement and employed by its target. We conducted initial field surveys across a spectrum of social movements, including Occupy Wall Street and #metoo, as well as those related to business sustainability and gun control, which showed that institutional insiders are often just as angry as outsider activists. But the evidence from those surveys did not show that social movement anger translated into collective action intentions among institutional insiders. We tested our theory deductively with an experiment conducted with participants who were supportive of social movement issues in their organizations. Overall, our results show that anger about a social movement issue relates to greater collective action intentions among outsider activists but not among institutional insiders. Instead of anger emboldening institutional insiders to act despite the potential costs, anger triggers fear about the potential negative consequences of collective action in the workplace, which in turn results in withdrawal. While social movements often rely on anger frames to mobilize sympathizers, our work suggests that this practice may paradoxically cause fear that immobilizes those uniquely positioned to be able to influence organizations to change.

We study how intelligence and personality affect the outcomes of groups, focusing on repeated interactions that provide the opportunity for profitable cooperation. Our experimental method creates two groups of subjects who have different levels of certain traits, such as higher or lower levels of Intelligence, Conscientiousness, and Agree-ableness, but who are very similar otherwise. Intelligence has a large and positive long-run effecton cooperative behavior. The effect is strong when at the equilibrium of the repeated game there is a trade-off between short-run gains and long-run losses. Conscientiousness and Agree-ableness have a natural, significant but transitory effect on cooperation rates.

Online communities are increasingly important to organizations and the general public, but there is little theoretically based research on what makes some online communities more successful than others. In this article , we apply theory from the field of social psychology to understand how online communities develop member attachment , an important dimension of community success. We implemented and empirically tested two sets of community features for building member attachment by strengthening either group identity or interpersonal bonds. To increase identity-based attachment, we gave members information about group activities and intergroup competition , and tools for group-level communication. To increase bond-based attachment, we gave members information about the activities of individual members and interpersonal similarity, and tools for interpersonal communication. Results from a six-month field experiment show that participants' visit frequency and self-reported attachment increased in both conditions. Community features intended to foster identity-based attachment had stronger effects than features intended to foster bond-based attachment. Participants in the identity condition with access to group profiles and repeated exposure to their group's activities visited their community twice as frequently as participants in other conditions. The new features also had stronger effects on newcomers than on old-timers. This research illustrates how theory from the social science literature can be applied to gain a more systematic understanding of online communities and how theory-inspired features can improve their success.

Research summary: While extant research recognizes the importance of collective action for market formation, it provides little understanding about when and to what extent collective action is important. In this article, we develop a novel theoretical framework detailing what collective action problems and solutions arise in market formation and under what conditions. Our framework centers on the development of market infrastructure with three key factors that influence the nature and extent of collective action problems: perceived returns to contributions, excludability, and contribution substitutability. We apply our framework to diverse market formation contexts and derive a set of attendant propositions. Finally, we show how collective action problems and solutions evolve during market formation efforts and discuss how our framework contributes to strategic management, entrepreneurship, and organization literatures. Managerial summary: This article lays out the key considerations that players operating in new markets should contemplate when making nontrivial investments in those spaces. As collective action problems can thwart efforts to establish new markets, we ask: When and under what conditions should market players collaborate rather than act independently? And if players collaborate, how should they coordinate to establish a new market? To address these research questions, we develop a novel generalizable framework of collective action in market formation. Our framework assesses the presence and type of collective action problems that hinder market formation and identifies potential solutions tied to those collective action problems.

This research examines how consumers make unilateral decisions on behalf of the self and multiple others, in situations where the chosen option will be shared and consumed jointly by the group—for instance, choosing wine for the table. Results across six studies using three different choice contexts (wine, books, and movies) demonstrate that such choices are shaped by the decision-maker’s self-construal (independent vs. interdependent) and by the size of the group being chosen for (large vs. small). Specifically, we find that interdependent consumers consistently make choices that balance self and others’ preferences, regardless of group size. In contrast, the choices of independent consumers differ depending on group size: for smaller groups, independents make choices that balance self and others’ preferences, while for larger groups, they make choices that more strongly reflect their own preferences. Via mediation and moderation, the data show that differential attention to others underlies the combined effect of self-construal and group size on the joint consumption choices that consumers make for the self and others.

In recent years, business ethics and economic scholars have been paying greater attention to the development of commons organizing. The latter refers to the processes by which communities of people work in common in the pursuit of the common good. In turn, this promotes commons organizational designs based on collective forms of common goods production, distribution, management and ownership. In this paper, we build on two main literature streams: (1) the ethical approach based on the theory of the common good of the firm in virtue ethics and (2) the economic approach based on the theory of institutions for collective action developed by Ostrom's research on common-pool resources to avert the tragedy of the commons. The latter expands to include the novel concepts of new commons, \"commoning\" and polycentric governance. Drawing on the analysis of what is new in these forms of organizing, we propose a comprehensive model, highlighting the integration of two sets of organizing principles—common good and collective action - and five problem-solving processes to explain the main dimensions of commons organizing. We contribute to business ethics literature by exploring the convergence between the ethical and economic approaches in the development of a commons organizing view.

In this paper, we move beyond the typical focus on the role of individuals in leading social change to examine \"collective social entrepreneurship\", the role multiple actors collaboratively play to address social problems, create new institutions, and dismantle outdated institutional arrangements. Specifically, we examine collective social entrepreneurship across a diverse range of collaborative activities including movements, alliances and markets for social good. We identify resource utilization approaches and three associated sets of activities that illustrate the work of collective social entrepreneurs—framing, convening, and multivocality. Using illustrative case studies to examine the phenomenon, we highlight the capacity of collective action across sectors to create markets, institutions and organizations and, to derive success by resonating through embeddedness in broader social movements.