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The HIV-AIDS epidemic is one of the most challenging and significant health crises facing the world today. In order to cope with its complexities, the United Nations and World Health Organization have increasingly relied upon the resources offered by networks of HIV-AIDS nongovernmental organizations (NGOs). The research reported here uses evolutionary theory to predict the patterns of alliances and collaborations within the HIV-AIDS International Nongovernmental Organizations (INGO) network. The hypotheses are tested using 8 years of data from the Yearbook of International Organizations. The results showed that geographic proximity and common ties with intergovernmental organizations (IGOs) predict the pattern of alliances among HIV-AIDS INGOs. The best predictor of such alliances, however, is past relationships among these organizations.

This research extended earlier public goods research on individual incentives to use an organizational information commons that was based in Marwell and Oliver's (1993) collective action model. A revised theoretical model that incorporated team-level social influence and technology-specific competence was proposed. The model was tested using online survey data from 150 individuals in 13 work groups across 5 organizations. The research demonstrated that perceived team member behavior and technology-specific competence were positively related to individual use of intranets, over and above the collective level influences modeled in earlier research. These findings supported a more "socialized" model of individuals' motivations to participate in organizational information sharing via collective repositories and suggested that management could boost levels of intranet usage through group level social influence and technology-specific training.