The existing research contributes to our understanding about the value of social capital in a wide range of social science disciplines; however, it does not well address the role of social capital in creativity for research and development (R&D) project teams in a given context. Using a sample of 54 R&D project teams in high‐technology firms of Taiwan, we examined the impacts of social capital on creativity of R&D project teams from an intra‐team perspective. Results of factor analysis revealed four factors extracted from the concept of social capital, namely social interaction, network ties, mutual trust, and shared goals. Findings suggested that social interaction and network ties had significant and positive impacts on creativity of R&D project teams, but mutual trust and shared goals did not. Managerial implications for managing social capital in R&D project teams are discussed.

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During the last decade, Chinese shan-zhai mobile phones have steadily and deliberately evolved from an informal economy to a formal one. We draw on institutional entrepreneurship to study this evolution, focusing in particular on how informal Chinese entrepreneurs pursued change and the transition to a formal economy. We emphasize three strategies-framing, aggregating, and bridging-Chinese entrepreneurs employed to mobilize support, garner resources, and increase their amount and level of legitimacy. We also discuss implications for research on informal economies and institutional entrepreneurship.

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Green tea (Camellia sinensis) for the prevention of cancer.