Intra-organizational Social Capital Research Articles

Sustainable Employee Performance in the 4IR: Intra-organizational Social Capital, Job Burnout, and Organizational Reward as Correlates

The correlational impact of intra-organizational social capital, job burnout, and organizational reward in sustaining employee performance in the 4IR was evaluated in this paper. Four Hundred (400) employees of the following four businesses in the Nigerian states of Oyo and Lagos were given questionnaires on purpose: First City Monument Bank Plc, British American Tobacco Nigeria, Health Emergency Initiative, and Eko Pearl Towers. The current researcher encouraged voluntary participation and ensured that moral standards were upheld. There were found and appropriately concluded 377 surveys in total. The data was cleaned up and analyzed using SPSS version 29 of the statistical package for social sciences. This study demonstrates how organizational rewards and intra-organization social capital significantly impact employee performance. Job burnout negatively impacts it. Additionally, the study discovered that job burnout, organizational reward, and intra-organizational social capital had a significant and combined impact on employee performance.

The Mediating Effect of Intra-Organizational Social Capital on the Relationship between Team Leadership and Collaborative Value among Ashoka Fellows’ Organizations in Africa

Purpose: The study sought to determine the mediating effect of intra-organizational social capital on the relationship between team leadership and collaborative value among Ashoka fellows’ organizations in Africa
 Methodology: The study applied pragmatism philosophy to offer several ways to bridge dichotomies in mixed methods approaches to social science. Explanatory sequential mixed-method research design consisting of two distinct phases, namely quantitative and qualitative, was adopted. Both qualitative and quantitative study methods were adopted. In the quantitative study, the target population constituted all the 154 Ashoka Fellows' Organizations working in 19 countries in Africa. Data was collected using a structured questionnaire administered online to the founders (Ashoka Fellows) or the Ashoka Fellows' Organizations' CEOs. One hundred responded by filling out the questionnaire, which translated to a 64.9% response rate. Additionally, qualitative data applied purposive sampling and selected six Ashoka regional team leaders in Africa for in-depth interviews. They all were available for the interviews translating to a 100% response rate. Data analysis techniques combined descriptive and inferential statistics. Statistical Package for Social Sciences and SmartPLS 3 software were used to analyze the collected data.
 Findings: Results revealed that Intra-organizational Social Capital (IOSC) mediates the relationship between team leadership and collaborative value. Before IOSC mediation, team leadership accounted for 34.1% of collaborative value, with an R2 = 0.341, chi-square X2 (10, N=100) = 99.274, p<.05, SRMR=0.096, Rms-theta = 0.227, and NFI=0.745. After IOSC mediation team leadership accounted for 37.1% of collaborative value, with an R2 = 0.371, chi-square X2 (10, N=100) = 152.934, p<.05, SRMR=0.100. Rms-theta = 0.207 and NFI= 0.707. The null hypothesis was rejected.
 Unique Contribution to Theory, Practice and Policy: Based on this finding, further research could be a study investigating how teams build their social capital and how intra-organizational social capital can be enhanced to improve teams’ performance. Another recommended study should empirically examine the link between team leadership and collaborative value in other sectors such as private sector organizations and public organizations as well as other regions like Europe or Asia.

High-performance work systems in public service units: examining the social capital and ambidexterity as mediating process

PurposeThis study clarifies how intra-organizational social capital (IOSC) and unit-organizational ambidexterity (UOA), using resource-based view and dynamic capability theory, together support organizational value creation. While there is research in strategic human resource management (SHRM) exploring the role of resources and its uses, there remains limited understanding of how resources are linked and their effective utilization in the service sector. This study aims to examine the mediating process linking employee-experienced service-oriented high-performance work systems (SHPWS) experienced by employees and service performance by integrating IOSC and UOA.Design/methodology/approachThis study uses time lagged data from managers and employees of different branches of Chinese state-owned banks. To test the proposed hypotheses, path analysis was applied.FindingsThe path analysis results reveal that employee-experienced SHPWS is an important antecedent of service performance. Moreover, IOSC (as resources) and UOA (uses) strongly mediate the theorized relationship.Originality/valueThis study attempts to refine theory and practice with clearer, more insightful and coherent means to better understand and help unpack the ‘black box’ between SHPWS-performance relationships through a new linkage model.

Influence of Team Conflicts on Collaborative Value within Ashoka Fellows' Organizations in Africa

Team conflicts result from an incompatible interaction among team members due to real or perceived differences, and its effect varies with fundamental aspects of the group setting. This study investigated how both relationship and task conflicts impacted how the Ashoka team members interacted within and with other teams as collaboration is crucial in today's interconnected world, where many new organizational forms, such as strategic alliances, public-private partnerships, and networks, are necessary The study also confirmed that team conflicts have a significant effect on collaborative value. Also confirmed is that Intra-organizational social capital is a significant mediator between team conflicts and collaborative value. A unit change in Team Conflicts significantly changes Collaborative Value within Ashoka Fellow Organizations in Africa by 33.6 % after mediation, an increase of 9.8%. Since conflicts are common in teams, the study recommends that team leadership incorporates intra-organization social capital to increase their collaborative value

Let it go or let it grow? – Personal network development and the mobilization of intra-organizational social capital

We investigate how differences in personal network development affect the mobilization of social capital for new organizational members. Analyzing three waves of panel data reported by 24 newcomers in nine organizations, we ask whether the kind and volume of resources derived by focal actors depends rather on changes in the composition or in the size of their intra-organizational networks. We find that change in network composition predicts an increase in social capital mobilization over time. Network growth is found to reduce the affective resources that newcomers mobilize. Implications for subsequent research and organizational socialization practices are discussed.

Understanding How Gender and Social Capital Levels Associate with Employee Growth in a Developing Country Work Environment

Understanding How Gender and Social Capital Levels Associate with Employee Growth in a Developing Country Work Environment Mohammed-Aminu Sanda, PhD Abstract This paper explored and identified factors predictive of the three levels of social capital that employees in a developing country work environment bring on board to influence their growth and, to determine whether the character of each level is associated with the employees" gender. Using the quantitative approach, data was collected from workers in the three industrial sectors, and firstly analysed descriptively using the Principal Component analysis as a means of data reduction and establishment of data reliability, followed by inferential analysis using the SEM approach to determine the factor predictiveness" of the study constructs and test the relationships between them. The results showed that employees" personal, intra-organizational and external social capitals, as well as their growths in organizations are predictable by prevailing organizational and social factors, but not by their genders. Additionally, it was found that though an influencing relationship exist among the three levels of social capital, only the employees" intra-organizational social capital has a direct influence on their growth. It is concluded that the effects of employees" personal social capital and external social capital on their growth is mediated by their intra-organizational social capital. Full Text: PDF DOI: 10.15640/jhrmls.v9n1a2

The Role of Frontline Employees’ Competitive Intelligence and Intraorganizational Social Capital in Driving Customer Outcomes

Grounded in social capital theory, this study explores the influence of intraorganizational social capital on frontline employees’ (FLEs) competitive intelligence activities and the subsequent effects of engaging in competitive intelligence on their information communication behavior and relational customer outcomes. We empirically test the hypothesized relationships using multisource, multi-industry data collected from business-to-business (B2B) FLEs and their customers. The results indicate that bridging social capital directly relates to FLEs’ competitive intelligence activities, while bonding social capital functions as a positive moderator of this relationship. Job autonomy also positively moderates the relationship between bridging social capital and competitive intelligence. Results further indicate that FLEs’ competitive intelligence directly and positively relates to customers’ perception of information communication, which positively influences customer loyalty and engagement behavior. These results indicate that the firms’ cultivation of social capital can improve the capability of their FLEs to provide information-based service to industrial customers.

Social capital levels, gossip and employee performance in aviation and shipping companies in Israel

PurposeThe purpose of this paper is to understand better the organizational social capital (SC) levels and their impact on organizations by focusing on personal SC and intra-organizational SC as well as their different connections to organizational gossip and employee performance.Design/methodology/approachParticipants in a field study included 617 employees from five Israeli organizations in the field of aviation and shipping. Levels of personal SC, intra-organizational SC, gossip and self-evaluated performance were measured, and connections between them detected.FindingsThe results indicate that intra-organizational SC is positively connected to employee performance, while personal SC is positively linked to gossip. Personal SC also leads to performance with the mediation of intra-organizational SC, although gossip was not found to be connected to performance.Originality/valueThe contributions of this study are both conceptual and practical. The distinction between organizational SC levels is refined, improving organizational research accuracy and facilitating a better grasp of the connections between SC and other variables. The scant research on organizational gossip has been expanded. From a practical perspective, clarification of the link between organizational SC and performance can be beneficial to employees and organizations.

Social capital, knowledge integration and learning in project-based organizations: a CEO-based study

PurposeThis paper aims to examine how the different dimensions of project members’ intra-organizational social capital – cognitive, affective and relational – facilitate knowledge integration in project-based organizations, and how knowledge integration, in turn, impacts explorative and exploitative learning.Design/methodology/approachBased on an analysis of 129 R&D Spanish organizations, the study analyzes the interconnections between the different dimensions of social capital and how they affect to knowledge integration as antecedent of explorative and exploitative learning in project-based organizations.FindingsResults confirm that knowledge integration is beneficial for both exploratory and exploitive learning and thus that R&D organizations may be thus ambidextrous in their knowledge management. Related to the three dimensions of social capital, only the cognitive dimension (shared vision) has a significant impact on knowledge integration. However, the analysis confirms the interconnections between the three dimensions of social capital: the relational dimension (social interaction ties) and the cognitive dimension (shared vision) have significant effect on the relational one (trust), and the relational dimension also has an influence on the cognitive dimension. The model proposed in this study thus shows an acceptable capacity to discern the different influence of the dimensions of internal social capital on knowledge integration and, subsequently, ambidextrous learning.Originality/valueThis paper examines the importance of intra-organizational social capital, in terms of their cognitive (shared vision), relational (trust) and structural (social interaction ties) dimensions, for explorative and exploitative learning in project-based organizations. The analysis takes the baton of previous literature where is suggested that the three dimensions of social capital are interlocked and not just need to be considered simultaneously.

The different impact of personal social capital and intra-organizational SC

PurposeThis study relates to two levels of organization social capital (SC): personal SC and intra-organizational SC. Personal SC is the utility derived from the person’s relationship, and his positioning in networks, inside and out of the organization. Intra-organizational SC is the benefit derived from interactions within, and between groups in the organization, and is based on trust, reciprocity, common goals, sharing information and knowledge. The purpose of this paper is to examine the difference between the SC levels by their connections to employee energy and success, before and after crisis.Design/methodology/approachIn order to test the hypotheses, the authors used the Enron e-mails corpus, the texts were analyzed using SQL.FindingsThe findings suggest that the impact of personal SC and intra-organizational SC, on employee energy and success is different. Personal SC was found to have a higher impact on those two variables, than intra-organizational SC. After crisis, this gap became larger.Originality/valueThe importance of the findings is in the distinction between the SC levels, and their different impact on the employees. However, the situation of Enron employees at that time implies that the more important level of SC is the intra-organizational SC.

How intra-organizational social capital influences employee performance

PurposeThe purpose of this paper is to contribute to a growing research field on the subject of intra-organizational social capital (IOSC) and its effects on employee job performance.Design/methodology/approachData were collected from a sample of 209 employees in community centers. The variables that were specified are IOSC, vigor, self-efficacy, and a supervisor report regarding employee performance.FindingsThe results indicate a mediation-moderation model in which the connection between IOSC and employee performance is mediated by vigor and moderated by self-efficacy.Research limitations/implicationsAlthough the sample includes employees from a single organization, collecting data from different sources within the organization permitted to overcome this limitation. Mainly, the current findings emphasize the importance of the interaction between environment and personality.Practical implicationsCreation and preservation of IOSC in organizations increases the employee vigor and can serve to upgrade performance.Originality/valueThe important role of IOSC in organizations has been confirmed. Furthermore, the combination between supportive environment and personality traits can foster employee performance.

High performance work systems and organizational effectiveness: The mediating role of social capital

Most early work on high performance work systems (HPWSs) examines only the direct relationship between a set of management practices and performance outcomes and seldom investigates the “black box” between them. Although recent studies tried to examine the mechanism, the main perspective was to discuss individual outcomes, or simply aggregated individual outcomes. On top of the previous individual approach, this conceptual work takes a group level approach and investigates how the HPWS may change the organizational effectiveness through changing the organization's intra-organizational social capital. Implications and contributions are also discussed.

The network dimensions of intra-organizational social capital

AbstractThe article provides the results of research carried out within the organizational social capital theory and the network theory of organizations. The research contributes to these theories by identifying, through an analysis of the literature, 10 informal network sources of intra-organizational social capital. A model for representing and measuring intra-organizational social capital based on the 10 informal organizational networks identified and on three different conceptual perspectives (structural, relational and cognitive) is subsequently proposed. The model is validated through an empirical study conducted within five divisions of a knowledge-intensive company. The research results suggest that among the 10 informal relationships studied, the accessibility of individuals primarily predicts the emergence of more informal relationships, which are the real source of intra-organizational social capital through resource exchange and combination. Furthermore a continuous working cooperation and the willingness of colleagues to make themselves available for cooperation also create a shared organizational culture in terms of language, norms and values and maintain a stable working information flow within organizations.

The Value of Intra-organizational Social Capital: How it Fosters Knowledge Transfer, Innovation Performance, and Growth

While most literature promotes a positive impact of social capital on various organizational performance outcomes, empirical results on the social capital—organizational performance link are not conclusive. We propose that one reason for the discordant findings is that research has largely not accounted for the mediating process steps that translate social capital into organizational performance outcomes. We suggest that organizational performance outcomes of organization members’ social capital hinge on the mediating processes of resource mobilization, assimilation, and use. An empirical study of 218 projects in the German engineering industry supports our theoretical model. Findings show that knowledge transfer (conceptualized as the mobilization, assimilation, and use of knowledge resources) mediates between organization members’ intra-organizational social capital and organizational performance outcomes of growth and innovation performance. The present study thus contributes to a deeper understanding of the value of intra-organizational social capital.

When good conflict gets better and bad conflict becomes worse: the role of social capital in the conflict–innovation relationship

This research investigates the moderating effect of social capital on the conflict-innovation relationship and poses the argument that social interaction amplifies the beneficial effect of task conflict and the harmful effect of relationship conflict, whereas trust suppresses these effects. Analyses of a sample of 232 Canadian-based firms demonstrate that at higher levels of social interaction, the positive relationship between task conflict and innovation is stronger, and so is the negative relationship between relationship conflict and innovation. Furthermore, at higher levels of trust, the positive relationship between task conflict and innovation weakens. This study adds to the emerging contingency perspective pertaining to the study of conflict and provides a more nuanced view of the beneficial role of intra-organizational social capital for innovation.