An Evidence-Based Blueprint for Architecting Social Capital in Organizations

Abstract

The well-established concept of social capital in community studies is gaining prominence in management studies over the last decade due to evolving workplace and workforce. The paper presents a comprehensive and evidence-based model from past literature on how social capital is architected in organizations. We have adapted the seminal framework suggested by Murphy and DeNisi (2008) to capture distal, proximal, formation, and output factors. Also, our paper unveils areas of further investigation such as intervening, distortion, and psychological factors. We propose to move conversations among academicians and practitioners beyond just benefits of social capital to how one can intentionally facilitate social capital formation at the workplace for competitive advantage. Future researchers can continue to test and adjust the open model.