Social Capital of Organization: Conceptualization, Level of Analysis, and Performance Implications

Managerial ties, absorptive capacity, and innovation

“…Managerial ties-the boundary-spanning ties and interpersonal connections of top managers-have vital influences on a corporation's activities (Burt, 1992;Uzzi, 1996) and may be a source of competitive advantage (Mizruchi, 1996;Tsang, 1998) and superior performance (Batjargal, 2003;Park & Luo, 2001). Top managers devote their efforts to developing and maintaining relationships with partners in order to acquire external resources which will enable them to be continually innovative and to produce products and services at competitive prices and high quality (Burt, 1992;Kraatz, 1998;Pennings & Lee, 1999;Pennings, Lee, & van Witteloostuijn, 1998;Uzzi, 1996). Peng and Luo (2000) and Li (2005) identify two types of managerial ties: (1) ties with business partners, which are connections with top managers at other corporations, such as buyers, suppliers, and competitors, and (2) ties with the government, which are connections with government officials (Luo & Chen, 1997;Peng & Luo, 2000).…”

Capital Social Organizacional em um Projeto Interorganizacional: um Estudo Desenvolvido no Terceiro Setor

“…Ao definir o campo estratégico como escopo, os autores utilizam as premissas da Visão Baseada em Recursos (VBR), associando-as ao conceito de capital social. Dessa forma, percebe-se que o CSO tem sido rotineiramente abordado pela literatura à luz da VBR, no intuito de explicar as vantagens do CSO (ARREGLE et al, 2007;EDELMAN et al, 2004;LEANA;VAN BUREN, 1999;PENNINGS;LEE, 1998).…”

“…O CSO tem sido rotineiramente abordado pela literatura à luz da VBR, por isso é possível identificar autores que apresentam as características da VBR para explicar as vantagens do CSO (AR-REGLE et al, 2007;EDELMAN et al, 2004; LEANA; VAN BUREN, 1999;PENNINGS;LEE, 1998). O CSO consiste na boa vontade e nos recursos que as organizações acessam por meio de suas relações com outras organizações (ZAHRA, 2010).…”

The Impact Employees’ Perceived Business Ethics and Ethical Climate on Organizational Social Capital

“…Adler and Kwon (2002) posited that social capital is not only a unique resource, unable to be traded on an open market, but that it is not easily exchanged from one organization to another. Other scholars have also stated that the specific features of social capital make it a potential source of organizational competitive advantage, leading an organization to success in a competitive sector (Hau, Kim, Lee, & Kim, 2013;Nahapiet & Ghoshal, 1998;Pennings & Lee, 1999). While Putnam (2000) stressed that networks, norms, trust and cooperation were the key elements of social capital, Coleman (1988) lists trust, responsibilities, expectations, norms, relationships and cooperation.…”