Abstract
Personal or private relationships between leaders of construction firms and government officials are critical to a firm’s market success because they provide access to valuable information that the...
Highlights
Social capital (SC) has been regarded as a lubricant that aids the completion of tasks
This study investigates the relationships between different social capital dimensions, knowledge sharing and firm opera tional performance of small and medium-sized enterprises (SMEs) in the construction industry in Ho Chi Minh City, Vietnam
To test for Common Method Variance (CMV), a factor analysis was performed on one fixed factor, and the result indicated that this single factor accounted for 44.8%, which is smaller than 50% and not a majority, suggesting that the common method bias issue did not exist (Fuller et al, 2016; Podsakoff & Organ, 1986)
Summary
Social capital (SC) has been regarded as a lubricant that aids the completion of tasks. Mainstream economists have largely examined the role of tie strength, social ties and culture in production, as well as human and intellectual capital (Nahapiet & Ghoshal, 1998; Rupasingha et al, 2015; Tamer et al, 2014). For firms needing to maintain efficiency and performance, it is inevitable that a competitive advantage will be identified (Nahapiet & Ghoshal, 1998). While knowledge is an important source of SC (Adler & SeokWoo, 2002; Burt, 1997; Coleman, 1988; Uzzi, 1997), it is a crucial driver for the performance of firms (Gulati, 1998; Ha & Nguyen, 2020; Sandefur & Laumann, 1998)
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