Abstract
This conceptual paper examines social networks in geographically dispersed organizations; and explores intra-organizational social interaction as a steering tool that impacts employees’ behavioral inclination and performance drive. The social exchange theoretical perspective is used to discuss how social networks build social capital, and are enabled by the firm-specific social architecture. Barriers to internal networks are also highlighted in order to understand the role of strategic international human resource management (SIHRM) in enabling or distorting the internal network architecture that drives innovation. This study contributes to existing research on social capital and social exchange theories, and its main focus is on the interplay between internal social networks; SIHRM and innovation drive within geographically dispersed organizations.
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