To Bond or to Bridge? Contingent Effects of Managers' Social Capital on Organizational Performance
Sangyub Ryu ()
Additional contact information
Sangyub Ryu: International University of Japan, http://www.iuj.ac.jp/
No EMS_2014_03, Working Papers from Research Institute, International University of Japan
A top manager's social capital is considered as a critical resource for determining organizational outcome. However, little is known about the impacts of social capital on public organizations' performance. By dimensionalizing social capital into two, this study investigates impacts of a superintendent's bonding and bridging social capital on the performance of school districts. Findings show that bridging social capital has positive impacts on organizational performance but in a time of financial difficulty, it worsens negative shocks of financial difficulty. Bonding social capital is found to be exactly the opposite. This study argues that bonding and bridging social capital is not an "either-or" question and top managers are required to balance the two contingent on the situation that their organizations face.
Keywords: bonding; bridging; social capital; performance (search for similar items in EconPapers)
Pages: 26 pages
New Economics Papers: this item is included in nep-hrm and nep-soc
References: Add references at CitEc
Citations: Track citations by RSS feed
Downloads: (external link)
https://www.iuj.ac.jp/workingpapers/index.cfm?File=EMS_2014_03.pdf First version, 2014 (application/pdf)
This item may be available elsewhere in EconPapers: Search for items with the same title.
Export reference: BibTeX
RIS (EndNote, ProCite, RefMan)
Persistent link: https://EconPapers.repec.org/RePEc:iuj:wpaper:ems_2014_03
Access Statistics for this paper
More papers in Working Papers from Research Institute, International University of Japan 777 Kokusai-cho, Minami Uonuma0-shi, Niigata 949-7277 JAPAN. Contact information at EDIRC.
Bibliographic data for series maintained by Kazumi Imai, Office of Academic Affairs ().