Purpose This study aims to examine how collective dimensions manifest and operate in worker cooperatives with strong collaborative orientations, analyzing the dynamic tension between structured processes and emergent adaptations in their collaborative practices. Design/methodology/approach A qualitative two-phase design was implemented with ten Aragonese cooperatives from Spain’s Alternative and Solidarity Economy Network (REAS). Phase one comprised semistructured interviews with cooperative representatives, while phase two involved a focus group with 6 participants to validate and deepen initial findings. Findings Four collective dimensions were identified operating as adaptive systems: collective intelligence, collective leadership (reconceptualized as shared governance), collective action and collective impact. These dimensions enable organizations to navigate between formal structures and emergent responses while maintaining collaborative principles. The study reveals how cooperatives develop specific organizational capabilities to manage inherent tensions in collaborative processes. Research limitations/implications The sample is limited to worker cooperatives in Aragón, Spain, potentially restricting generalizability. However, findings contribute to interorganizational collaboration theory by demonstrating how collective dimensions operate as integrated systems rather than isolated elements. Practical implications The research documents specific strategies for navigating structure-emergence tensions, developing shared governance systems and creating impact evaluation frameworks that recognize both external results and internal transformations. Social implications The study demonstrates how alternative organizational forms can maintain economic viability while preserving transformative principles, offering insights for social economy development. Originality/value This research provides empirical evidence of how collective dimensions operate in practice, contrasting theoretical frameworks with organizational realities. It identifies the critical importance of contextual factors like territorial embeddedness and emotional-relational aspects previously underexplored in interorganizational collaboration literature.
Franco et al. (Mon,) studied this question.