The direct and indirect effects of core and peripheral social capital on organizational performance

Fabio Fonti and Massimo Maoret ()
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Fabio Fonti: ESC Rennes School of Business - ESC [Rennes] - ESC Rennes School of Business
Massimo Maoret: IESE Business School - IESE Business School

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Abstract: In this paper we adopt a core-periphery approach to specify the direct and indirect effects of social capital on organizational performance. We suggest that social capital deriving from stable task relationships between organizational members has a direct positive effect on organizational performance. Said effect depends, in both strength and functional form, on whether actors involved in stable dyads are located at the core or at the periphery of the organization. We also argue that core and peripheral social capital affect performance indirectly by moderating the organization's ability to leverage its human capital to improve performance. Results from a 48-year study of the National Basketball Association support our arguments and bear important implications for strategic human resource practices and organizational performance in competitive settings.

Keywords: Social capital; social networks; relational stability; core/periphery; organizational performance (search for similar items in EconPapers)
Date: 2016
New Economics Papers: this item is included in nep-cse, nep-eff, nep-hrm and nep-ure
Note: View the original document on HAL open archive server: https://rennes-sb.hal.science/hal-01478950
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Citations: View citations in EconPapers (17)

Published in Strategic Management Journal, 2016, 37, pp.1765 - 1786. ⟨10.1002/smj.2409⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01478950

DOI: 10.1002/smj.2409

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