Abstract
There is much empirical evidence to demonstrate the value of social capital for individuals and organizations. However, current theoretical development mainly focuses on the consequences and mechanisms of possessing social capital. Relatively little progress has been made on theorizing the antecedents and behavioral process of social capital development. Using a qualitative study in the Chinese banking industry, we develop a model demonstrating various social capital development practices and the motivational, and situational factors that explains these practices. In addition, we propose three dynamic process models of social capital development. Theoretical implications and limitations are discussed.
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