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| Author: | Edelman, L.F. (et al.) |
| Title: | The benefits and pitfalls of social capital: empirical evidence from two organizations in the United Kingdom |
| Journal: | British Journal of Management
2004 : MAR, VOL. 15:Special Issue, p. S59-S69 |
| Index terms: | Organizational behaviour United Kingdom |
| Freeterms: | Social capital |
| Language: | eng |
| Abstract: | Recently, there has been a shift in the way management scholars view the firm, from traditional models that are based on ideas of opportunism and market failure to newer knowledge-based theories that argue for a more socialized perspective. One of the key components of these theories is the notion of social capital. Social capital is the set of resources that accrue to an individual or group by virtue of their social connections. As such, it is a resource that is jointly owned. Most recent research adopts a more-is-better approach to social capital, suggesting that individuals with larger quantity of ties derive more positive benefits. However in this article, it is argued that using social capital has both benefits and drawbacks for organizations, and that these positive and negative aspects of social capital occur simultaneously. To substantiate this claim, data collected from sets of interviews with senior and middle managers in two organizations in the UK are used. |
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