PurposeThe purpose of this research paper is to study the governance of smart/intelligent community projects through an analysis of the level of team effectiveness of collaborative telecommunication networks.Design/methodology/approachThe research is based on a census of all Canadian smart community projects. A high‐performance team effectiveness instrument identified, through a performance score, whether smart community teams (board of directors or steering committees) are functioning as high‐performance teams. A total of 76 networks were found and 28 responded. Each network is managed by three to nine board members and therefore the researcher received 72 valid questionnaires.FindingsTeams, in highly innovative and transformational environments, and involving a variety of community stakeholders, face more challenges in their ability to perform as a high‐performance team. They tend to perform reasonably well in assigning roles and goals, but are having more difficulty managing feedback, establishing a good structure, solving problems and managing relationships.Practical implicationsSmart/intelligent communities are reuniting several organizations to improve their community or region in social and economic terms. Their level of effectiveness could impact the achievement of group goals and thus impact all citizens within their geographic area.Originality/valueThe research provides additional information on the weaknesses that smart/intelligent communities are facing in managing their teams, which could lead to better solutions for network governance and collaboration within a multi‐organizational structure.

Members of three established teams in different organizations participated in problemsolving sessions using a structured consensus model. Participants perceived a significant increase in communication openness during these sessions as compared to their previous problem-solving sessions. The increase in communication openness suggests an improved openness to the flow of information among team members. The results of this study provide early indicators of successful applications for this consensus model, including improving the participation of team members during strategic planning and enhancing the upward flow of information to senior decision-makers for purposes of organizational change and development.

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