Something Old, Something New: Reframing the Integration of Social Capital into Strategic HRM Research

Lengnick‐Hall, Cynthia A.; Lengnick‐Hall, Mark L.; Neely, Andrea R.; Bonner, Robert L.

doi:10.5465/amp.2018.0028

Cited by 4 publications

(3 citation statements)

References 109 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Since employees seldomly work in complete isolation, social relations also contribute to knowledge-building capabilities. The relational ties that individuals bring to the firm can lead to new avenues for recruitment, knowledge acquisition and potential clients (for a comprehensive review, see Lengnick-Hall, Lengnick-Hall, Neely, & Bonner, 2021). Collectively, emotional and relational processes like collective engagement (Barrick et al, 2015) can encourage attitudes that facilitate learning and knowledge building.…”

Section: Knowledge-building Capabilitiesmentioning

confidence: 99%

Dynamizing human resources: An integrative review of SHRM and dynamic capabilities research

Apascaritei

Elvira

2022

Human Resource Management Review

View full text Add to dashboard Cite

Section: Knowledge-building Capabilitiesmentioning

confidence: 99%

Dynamizing human resources: An integrative review of SHRM and dynamic capabilities research

Apascaritei

Elvira

2022

Human Resource Management Review

View full text Add to dashboard Cite

“…However, benefits were stronger for staff discharges than for managerial ones. One explanation for this counterintuitive finding relies on the role that social capital may play in the operations of the unit, which has received limited empirical attention thus far (Lengnick-Hall, Lengnick-Hall, Neely, & Bonner, 2021). In particular, scholars have argued that the employee-employee relationships' network is critical for work coordination (Gittel, Seidner, & Wimbush, 2010), and there is also evidence of the favorable impact of informal strong ties with fellow employees on performance gains (Oh, Chung, & Labianca, 2004).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Quits Versus Discharges Across Job Levels: Revisiting the Positive Side of Turnover

Simón

Avgerinos

Revilla

2022

Journal of Management

View full text Add to dashboard Cite

Although the functional effects of turnover have been argued from the earliest research in the field, empirical evidence so far supports a general negative effect on unit performance, and attempts to explore its potential benefits are scarce. It has been argued that one reason for the absence of positive effects has to do with a lack of specificity of the turnover construct. The present study focuses on two sources of specificity: the reason for turnover and the job level of the departing employees. Our objective is to perform integrative research to analyze their joint effects and discuss how the four turnover scenarios created by their combination make their potential benefits of departures salient. We integrate arguments from human and social capital theories with the literature on team adaptation and change to develop our conceptual framework, and test our hypotheses using longitudinal monthly data from 5,202 stores of a large fashion multinational retailer in 39 countries. Our results provide evidence of a curvilinear relationship between staff quits and unit performance, and show that discharges are linearly beneficial both for managerial and staff positions, although at different degrees. Our findings demonstrate that differentiating between quits and discharges matters, and that the relative value conveyed by the job level of the departing employees is a relevant contingency in this distinct effect over performance.

show abstract

“…Social capital, thus relates to the efficient use of intangible resources and assets that arise from and are accessed in social networks through the web of relationships in intra‐ and inter‐organizational contexts (e.g., Colbert et al, 2016; Inkpen and Tsang, 2005; Arregle et al, 2007; Ellinger et al, 2011; Payne et al, 2011). Given that there is also a strong body of evidence that social capital development is important for improved organizational performance (e.g., Adler and Kwon, 2002; Sirmon and Hitt, 2003; Andrews, 2010), recent studies on social capital have particularly focused upon its application to strategic issues, including competitive advantage (Arregle et al, 2007) and strategic HRM (e.g., Sozen et al, 2016; Methot et al, 2018; Lengnick‐Hall et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

The Light and the Dark of Mindful Social Capital: Right Mindfulness and Social Capital Development

Burton

2020

European Management Review

View full text Add to dashboard Cite

Despite the literatures on spirituality and social capital development remaining largely disconnected, we address how right mindfulness encourages organizational-level social capital. We connect the philosophical foundations of 'right mindfulness' to bonding and bridging social capital, and the structural, relational and cognitive dimensions of social capital. We conclude that a skilful approach to right mindfulness, coupled with organizational learning heuristics, has much to offer the conversation on social capital development, and yet its potential has not been fully recognized. Despite this promise, we draw attention to a 'dark side' to the co-optation by organizations of mindfulness practices and draw some further boundary conditions. We argue that a secular interpretation of right mindfulness limits its potential in organizational contexts. We conclude with managerial implications and pathways for future research.

show abstract

Something Old, Something New: Reframing the Integration of Social Capital into Strategic HRM Research

Cited by 4 publications

References 109 publications

Dynamizing human resources: An integrative review of SHRM and dynamic capabilities research

Dynamizing human resources: An integrative review of SHRM and dynamic capabilities research

Quits Versus Discharges Across Job Levels: Revisiting the Positive Side of Turnover

The Light and the Dark of Mindful Social Capital: Right Mindfulness and Social Capital Development

Contact Info

Product

Resources

About