The Importance of Social Capital to the Management of Multinational Enterprises

The emergence of human capital: Roles of social capital and coordination that drive unit performance

“…When people are able to work together for a sustained period of time, they are able to develop social relationships, socialisation processes, and mutual learning (Levesque, Wilson, & Wholey, 2001;Mathieu, Heffner, Goodwin, Cannon-Bowers, & Salas, 2005). Similarly, when people work together for a sustained period of time, it leads to improved coordination of activities, decision-making, and implementation of decisions (Hitt, Lee, & Yucel, 2002). Additionally, when individuals are able to work with other experienced individuals, they are able to gain knowledge about their tasks.…”

“…When basketball players are able to work together for a sustained period of time, thus having a higher level of overlapping tenure, players should be able to coordinate their activities better. As mentioned previously, social capital can lead to greater coordination of activities, decision-making, and implementation of decisions which may influence performance (Hitt et al, 2002). Therefore, when players develop overlapping tenure with each other, they may be able to recognise each other's capabilities and synchronise their game play accordingly (Berman et al, 2002).…”

Social capital and firm performance: A study on manufacturing and services firms in Vietnam

“…Obtaining and extracting social assets from social networks is becoming essential for private companies in the era of continually developing and emerging economies, especially for small and medium-sized enterprises (SMEs) (Le Van, Nguyen, Nguyen & Simioni, 2018). In the framework of a developing economy such as Vietnam, it is becoming increasingly important for companies to depend on their SC, as Asian markets are intensive networking (Hitt, Lee & Yucel, 2002). In addition, the use of SC is also of particular importance to SMEs because of the skewed and corrupt design of their target markets (Le Van et al, 2018).…”

Family firms and internationalization in the Asia-Pacific: the need for multi-level perspectives

“…Second, some studies stress not only the heterogeneity of organizational-level variables, such as slack or organizational social capital, among family firms but also highlight how family firms might leverage their resources differently from non-family firms (e.g., Alessandri et al, 2018;Arregle, Hitt, Sirmon, & Very, 2007;Hitt et al, 2002;Zahra, 2005). For instance, building upon behavioral agency theory, Duran, Kammerlander, Van Essen, and Zellweger (2016) study revealed that although family firms invest relatively less in R&D, they do so more effectively than their non-family counterparts, thus demonstrating that family firms 'do more with less' in regard to innovation.…”

“…For instance, while Japan is home to some of the oldest multi-generation family firms in the world (Mehrotra, Morck, Shim, & Wiwattanakantang, 2013), because of previous restrictions on private ownership and a communist regime, other countries like China have predominately first-generation family firms (Yang, Li, Stanley, Kellermanns, & Li, 2018). Contradictions also exist in how family firms are viewed in Asia-Pacific countries because of differences in shareholder protection, the role of the state, restrictions on FDI, and the importance of social capital in business dealings (Chang & Shim, 2015;Chung & Luo, 2013;Hitt, Lee, & Yucel, 2002;Luo, Chung, & Sobczak, 2009;Steier, 2009). As a result, it is debated whether family ownership is good or bad for businesses and if Asia-Pacific family firms have an advantage or disadvantage in internationalizing (Carney, 1998).…”