Organizational social capital, structure and performance

Andrews, Rhys William ORCID: https://orcid.org/0000-0003-1904-9819 2010. Organizational social capital, structure and performance. Human Relations 63 (5) , pp. 583-608. 10.1177/0018726709342931

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Abstract

Organization theorists suggest that the social capital within organizations is a potentially powerful resource for improving organizational performance. In addition, organizational structures may strengthen or weaken the effects of social capital, by furnishing greater or fewer opportunities for its growth. This article explores the independent and combined effects of organizational social capital and structure on the performance of over 100 organizations between 2002 and 2005, using panel data. The statistical results suggest that cognitive and relational dimensions of social capital are positively related to performance, but that the structural dimension of social capital is unrelated to service outcomes. Further analysis revealed that organizational structure has complex and contradictory effects on the impact of each dimension of social capital.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management H Social Sciences > HJ Public Finance J Political Science > JN Political institutions (Europe) > JN101 Great Britain J Political Science > JS Local government Municipal government
Uncontrolled Keywords:	Organizational performance ; Organizational social capital ; Public sector ; Quantitative analysis ; Structure
Publisher:	Sage
ISSN:	0018-7267
Last Modified:	19 Oct 2022 09:00
URI:	https://orca.cardiff.ac.uk/id/eprint/19718

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