Leveraging Organizational Social Capital in Construction Projects to Enhance Project Success: The Enabling Role of Transformational Leadership

Abstract

Building on the theories of social capital and self-determination as complementary perspectives, this study investigates how an individual’s idea of organizational social capital affects project success by testing a dual-stage moderated mediation model with self-efficacy as a mediator and transformational leadership as a moderator at both the first and second stages. Time-lagged data from 213 project management practitioners were collected from construction project–based firms. It was revealed that self-efficacy partially mediates the effect of an employee’s perception of organizational social capital on project success. Additionally, moderation results support the proposed hypotheses. We discussed theoretical and practical implications.