The different impact of personal social capital and intra-organizational SC

Abstract

Purpose This study relates to two levels of organization social capital (SC): personal SC and intra-organizational SC. Personal SC is the utility derived from the person’s relationship, and his positioning in networks, inside and out of the organization. Intra-organizational SC is the benefit derived from interactions within, and between groups in the organization, and is based on trust, reciprocity, common goals, sharing information and knowledge. The purpose of this paper is to examine the difference between the SC levels by their connections to employee energy and success, before and after crisis. Design/methodology/approach In order to test the hypotheses, the authors used the Enron e-mails corpus, the texts were analyzed using SQL. Findings The findings suggest that the impact of personal SC and intra-organizational SC, on employee energy and success is different. Personal SC was found to have a higher impact on those two variables, than intra-organizational SC. After crisis, this gap became larger. Originality/value The importance of the findings is in the distinction between the SC levels, and their different impact on the employees. However, the situation of Enron employees at that time implies that the more important level of SC is the intra-organizational SC.

Can servant leadership prevent hotel employee depression during the COVID-19 pandemic? A mediating and multigroup analysis

“…PSC is an intangible ( Vigoda-Gadot et al., 2011 ) that arises from interactions with others ( Ben Hador, 2016 ; Ben Hador, 2017 ) and is composed of personal ties both within and outside organizations ( Ben Hador and Eckhaus, 2018 ; Ben Hador and Eckhaus, 2019 ). This concept links social interaction and the benefits perceived as a result of these connections ( Ben Hador and Eckhaus, 2018 ; Ben Hador and Eckhaus, 2019 ), including trust, networks and norms that help individuals coordinate their actions with others ( Putnam et al., 1993 ).…”

“…Overall, there are many benefits to having high levels of PSC (i.e., improved status, more knowledge, more personal powerand better promotion both within and between organizations, Vigoda-Gadot et al., 2011 ; Yu and Junshu, 2013 ). Having this intangible asset improves an individual's personal relationships with others, thus improving his or her working life ( Mahaja and Benson, 2013 ; Ben Hador, 2016 ; Ben Hador, 2017 ) and subjective well-being ( Ben Hador and Eckhaus, 2018 ; Ben Hador and Eckhaus, 2019 ). Thus, with a stronger PSC, employees are less likely to fall into depression.…”

The Mediating Role of Organizational Identification in the Relation between Organizational Social Capital, Perceived Organizational Prestige, Perceived Employability and Career Satisfaction

“…There is solid prior evidence showing the relationship between OSCs and interpersonal, group and task processes (Ben- Hador & Eckhaus, 2018), such as mutual objectives (Leana & van Buren, 1999), reciprocity (Kuznetsova & Matveeva, 2015), or sharing of information and knowledge (Hu & Randel, 2014); between OSC and organizational effectiveness and outcomes (Andrews, 2010;Jiang & Liu, 2015;Leana & Pil, 2006), particularly with innovative performance and growth via knowledge transfer (Maurer et al, 2011); whereas there is fewer evidence providing insights into relationships between CSO and employee outcomes, such as PE and CS, although it has been found that social capital reduces absenteeism and turnover and increases job satisfaction (Sørup & Jacobsen, 2013). The available findings indicate that OSC is positively associated with PE (Direnzo et al, 2015), and that it moderates the relation between career commitment and PE, both internal and external (Creed & Gagliardi, 2014).…”

“…Organizational social capital (OSC) is an organizational resource that informs the type and nature of social relations within and between workgroups and in the organization as an entirety (Ben- Hador & Eckhaus, 2018;Leana & Pil, 2006;Leana & van Buren, 1999). These relations are organized on the structural, relational and cognitive levels (Nahapiet & Ghoshal, 1998).…”

The Importance of Intra-Organizational Networking for Younger Versus Older Workers: Examining a Multi-Group Mediation Model of Individual Task Performance Enhancement

“…From the perspective of employability enhancement, we hypothesize that networking behaviors reflect the linkages employees build with others, and that may be valuable in the light of enhancing their career potential. In particular, intra-organizational networking behaviors may be defined as "individuals' attempts to develop and maintain relationships with others in the organization who have the potential to assist them in their work or career" (see also Forret and Dougherty, 2004, p. 420;Ben-Hador and Eckhaus, 2018). We argue that employees who have strong social ties with others in their organization, and who belong to formal or informal networks that deal with issues that cross formal task groups (Hansen, 1999), are able to expand their knowledge and skills (Lin, 1999;Ben-Hador, 2016), increase their job performance, and, as such, to advance their career (see also Froehlich et al, 2015;Huang, 2017).…”