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Objective: The objective of the paper is to understand leadership in an online community, specifically, Wikipedia., Background: Wikipedia successfully aggregates millions of volunteers' efforts to create the largest encyclopedia in human history. Without formal employment contracts and monetary incentives, one significant question for Wikipedia is how it organizes individual members with differing goals, experience, and commitment to achieve a collective outcome. Rather than focusing on the role of the small set of people occupying a core leadership position, we propose a shared leadership model to explain the leadership in Wikipedia. Members mutually influence one another by exercising leadership behaviors, including rewarding, regulating, directing, and socializing one another., Method: We conducted a two-phase study to investigate how distinct types of leadership behaviors (transactional, aversive, directive, and person-focused), the legitimacy of the people who deliver the leadership, and the experience of the people who receive the leadership influence the effectiveness of shared leadership in Wikipedia., Results: Our results highlight the importance of shared leadership in Wikipedia and identify trade-offs in the effectiveness of different types of leadership behaviors. Aversive and directive leadership increased contribution to the focal task, whereas transactional and person-focused leadership increased general motivation. We also found important differences in how newcomers and experienced members responded to leadership behaviors from peers., Application: These findings extend shared leadership theories, contribute new insight into the important underlying mechanisms in Wikipedia, and have implications for practitioners who wish to design more effective and successful online communities.

The authors designed and ran an experiment to measure social influence in online recommender systems, specifically, how often people’s choices are changed by others’ recommendations when facing different levels of confirmation and conformity pressures. In this experiment, participants were first asked to provide their preference from pairs of items. They were then asked to make second choices about the same pairs with knowledge of other people’s preferences. The results show that other people’s opinions significantly sway people’s own choices. The influence is stronger when people are required to make their second decision sometime later (22.4%) rather than immediately (14.1%). Moreover, people seem to be most likely to reverse their choices when facing a moderate, as opposed to large, number of opposing opinions. Finally, the time people spend making the first decision significantly predicts whether they will reverse their decisions later on, whereas demographics such as age and gender do not. These results have implications for consumer behavior research as well as online marketing strategies. [ABSTRACT FROM PUBLISHER]