Breakpoints and Concurrent Factors

  • Sorin Adam Matei
  • Brian C. Britt
Part of the Lecture Notes in Social Networks book series (LNSN)


Up to this point, we have articulated a synthesized model of organizational change, and we subsequently detailed some initial findings about the moments at which the organizational configuration of Wikipedia—or the manner in which that configuration was changing over time—shifted. In this chapter, we analyze the revisions made to key Wikipedia policy pages as well as contributions made to their associated “Talk” pages, in which editors discuss the revisions being made, in addition to larger societal events that may have affected Wikipedia. The findings of this archival search are used to assess the significant internal and external motors that acted upon the Wikipedia collaborative community to foster these configurational changes.


  1. Boxer S (2004) Mudslinging weasels into online history. The New York Times, p 1Google Scholar
  2. Carr N (2005) The amorality of Web 2.0. Accessed 29 Jan 2017
  3. Carr N (2007) Technology: read me first: the net is being carved up into information plantations. The Guardian, p 2Google Scholar
  4. Cohen N (2007) The internets, they can be cruel. The New York Times, p 4Google Scholar
  5. Harkin J (2005) Saturday: lost in showbiz: big idea: The wisdom of crowds. The Guardian, p 29Google Scholar
  6. Jullien N (2012) What we know about Wikipedia. A review of the literature analyzing the project(s). Available via SSRN. Accessed 31 Jan 2017
  7. Lamiell J (2014) Nomothetic and idiographic approaches. In: Teo T (ed) Encyclopedia of critical psychology. Springer, New York, pp 1248–1253CrossRefGoogle Scholar
  8. Langberg M (2005) An internet fed mostly by amateurs is frightening. San Jose Mercury News, p 1Google Scholar
  9. Luthans F, Davis TRV (1981) Idiographic versus nomothetic approaches to research in organizations no. 1. Available via DTIC. Accessed 31 Jan 2017
  10. Matei SA, Dobrescu C (2011) Wikipedia’s “neutral point of view”: settling conflict through ambiguity. Inform Soc 27(1):40–51CrossRefGoogle Scholar
  11. Mediawiki (2016) Mediawiki history. Accessed 29 Jan 2017
  12. Mintzberg H (1979) The structuring of organizations: a synthesis of the research. Prentice Hall, Englewood CliffsGoogle Scholar
  13. Mintzberg H (1989) Mintzberg on management: inside our strategic world of organizations. Free Press, New YorkGoogle Scholar
  14. Orlowski A (2005) Wikipedia founder admits to serious quality problems. The Register. Accessed 31 Jan 2017
  15. Steiner T (2014) Bots vs. Wikipedians, anons vs. logged-ins. In: Chung C-W, Broder A, Shim K, Suel T (eds) Proceedings of the 23rd international conference on World Wide Web. ACM Press, New York, p 2014Google Scholar
  16. Tkacz N (2014) Wikipedia and the politics of openness. University of Chicago Press, ChicagoCrossRefGoogle Scholar
  17. Van de Ven AH, Poole MS (1995) Explaining development and change in organizations. Acad Manag Rev 20:510–540Google Scholar
  18. Wales J (2001) NeutralPointOfView. Accessed 29 Jan 2017
  19. Wales J (2005) [WikiEN-l] a valid criticism. Accessed 29 Jan 2017
  20. Whyte E (2007) Getting to grips with acid rain. New Straits Times, p 14Google Scholar
  21. Wikipedia (2005a) Wikipedia:Barnstars. Accessed 29 Jan 2017
  22. Wikipedia (2005b) Wikipedia:Featured article criteria: revision history. Accessed 29 Jan 2017
  23. Wikipedia (2016a) User:rambot. Accessed 29 Jan 2017
  24. Wikipedia (2016b) Wikipedia:Principles. Accessed 29 Jan 2017
  25. Wikipedia (2017a) History of Wikipedia. Accessed 29 Jan 2017
  26. Wikipedia (2017b) Wikipedia: Bots. Accessed 29 Jan 2017
  27. Wikipedia (2017c) Wikipedia: core content policies. Accessed 29 Jan 2017
  28. Wikipedia (2017d) Wikipedia: policies and guidelines. Wikipedia. Accessed 29 Jan 2017

Copyright information

© Springer International Publishing AG 2017

Authors and Affiliations

  • Sorin Adam Matei
    • 1
  • Brian C. Britt
    • 2
  1. 1.Purdue UniversityWest LafayetteUSA
  2. 2.South Dakota State UniversityBrookingsUSA

Personalised recommendations