As you say, social change movements face many of the same struggles as companies, including maintaining brand alignment and quality control across a network of distributed actors. For this reason, social change movements often adopt (and adapt) the same management tools and techniques that large companies have developed for their operations.
But there is a bunch of literature about managing these challenges specifically for social change movements. One reasonably concise and approachable example is: https://www.citizenshandbook.org/network-campaigns.pdf
>It seems as organizations and movements become less coordinated, less structured in how to resolve internal conflicts and align, that they would be more suited to attacking things or ideas, rather than building them.
I'm not sure this is true. Leaderless movements can be well coordinated and structured (it's just hard). And poorly coordinated and structured movements aren't really suited to doing anything well, even just attacking things and ideas.