Rethinking social capital theory: a knowledge management perspective

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper seeks to argue the relevance of knowledge management (KM) to the development of social capital, and to enhancing the capacity to take effective action in human social systems.Design/methodology/approach -The study applies a pluralistic definition of knowledge (including subjective beliefs in minds and objective claims expressed in language) to show that most forms of social capital reduce to knowledge.Findings -First, social capital mostly comprises knowledge (trust, beliefs, rules, and norms). Second, the capacity to individually and collectively learn (in networks) is therefore arguably the most important form of social capital, even if rarely acknowledged as such in the literature. Third, because of the importance of learning and innovation to the production of social capital in society and organizations, KM has an important role to play in related development efforts.Practical implications -The paper introduces social capital constructivism. Practicing it to strengthen social capital can enhance the capacity to take effective action in human social systems. This points to a new value proposition and functional orientation for KM: to enhance the human capacity to take effective action by fostering the growth and development of social capital. Originality/value -The thesis reveals social capital as consisting mostly of knowledge, and shows how KM can enhance a human capacity to take effective action in social systems by fostering the production of social capital itself.

Sustainability quotients and the social footprint

“…To the extent that such operations can have the effect of preserving or building required levels of such capital, we can say that they are sustainable; if they have the opposite effect, we can say that they are unsustainable. This is the capitals-based theory of sustainability performance, and we subscribe to it (Chambers et al, 2000;Daly, 1996;Elkington, 1998;Georgescu-Roegen, 1971;Hawken et al, 1999;McElroy • Human capital. Human capital consists of individual knowledge, skills, experience, health and ethical entitlements that enhance the potential for effective individual action (Becker, 1964;Mincer, 1958;Schultz, 1961).…”

Localism and energy: Negotiating approaches to embedding resilience in energy systems

“…It is a common problem needing social engagement to define solutions. Engagement can be a powerful tool in building social capital when it is focused on learning and acquiring knowledge, though it should not be regarded as panacea (Ballet et al, 2007;McElroy et al, 2006). Enhancing social capital is builds capacity for resource management (Pretty, 2003).…”

The Human Factor in Social Capital Management: The Owner-manager Perspective

“…Moreover, there is a developing inter-disciplinary literature examining the connection between social capital and knowledge management, which includes Lesser (2000), Tymon and Stumpf (2003), Widen-Wulff and Ginman (2004), Hoffman, Hoelscher, and Sherif (2005), McElroy, Jorna, and Engelen (2006), Smedlund (2008) and Manning (2010a). Further, according to Lesser: 'One of the primary drivers behind interest in social capital is the rise of the knowledge based organisation ' (2000, p. 9).…”