Evaluating the social capital accrued in large research networks: The case of the Sustainable Forest Management Network (1995-2009)

Abstract

This paper examines the social capital that evolved in the Sustainable Forest Management Network (SFMN), one of the Canadian Networks of Centres of Excellence. Our longitudinal study shows a sevenfold increase in the total number of researchers and a high density of relationships among (researchers from) provinces across the country. The results of a social network analysis revealed that 52.6 percent of the network researchers maintained the same number of collaborators while 46.7 percent increased their number of collaborators enormously: the maximum increase in number of collaborators being 6900 percent and the minimum 6 percent. A bibliometric analysis suggested that the number of publications was strongly correlated to measures of social capital. From a science and innovation policy perspective, the finding that more than half of the researchers in the SFMN did not increase their personal networks of collaborators raises important questions. A theoretical model is proposed to examine whether funding agencies should focus on fostering various network structures and evolutions or rely on competition in the distribution of research funds through networks. The proposed model is designed to measure the impact of various network structures on the development of social capital and research output.