Organizational Social Capital Research Articles

Digital Collaborative Tools, Strategic Communication, and Social Capital: Unveiling the Impact of Digital Transformation on Organizational Dynamics

The rapid advancement of digitalization has significantly impacted how organizations operate, with collaborative tools like Asana, Trello, and Slack becoming integral to fostering internal communication, collaboration, and social capital. Despite their widespread adoption, the comprehensive impact of these tools on organizational culture, employee engagement, and social capital remains underexplored. This study aims to bridge this gap by examining the potential of digital collaborative tools to enhance organizational social capital and exploring the role of strategic communication and digital inclusivity in this process. Utilizing a quantitative research approach, data were collected from 557 professionals through a survey distributed via LinkedIn. The questionnaire, designed with Likert scale closed-ended questions, focused on the utilization of collaborative tools and their perceived impact on communication, collaboration, and social capital within organizations. Multiple regression analysis was employed to test four hypotheses related to the effects of digital tool usage on organizational dynamics. The findings reveal that digital tools significantly enhance communication and collaboration within organizations, with the frequency and purpose of tool usage being key factors. Moreover, digital tool usage for networking and the quality of interactions facilitated by these tools were found to positively impact the development of social capital. However, challenges in integrating digital tools were shown to negatively affect this development, though technical support and training could mitigate these effects. Interestingly, the introduction of a 'social score' feature within digital tools was perceived positively, indicating its potential to further engage users and enrich organizational social capital. This study underscores the importance of adopting a strategic approach to implementing digital tools, emphasizing their role beyond operational efficiency to include the enhancement of social interactions and organizational culture. Recommendations include fostering digital tool usage for networking, providing adequate technical support and training, and exploring the integration of 'social score' features to incentivize engagement and collaboration.

Unleashing the power of organizational social capital: exploring the mediating role of social entrepreneurship orientation in social enterprises' performances

PurposeThis study investigates the influence of organizational social capital (OSC) on the social and economic performance of social enterprises (SEs) in Greece and the mediating role of social entrepreneurship orientation (SEO) in these relationships.Design/methodology/approachA theoretical framework was developed integrating resource-based theory, OSC theory and behavioral entrepreneurship theory. The data were collected from 345 Greek SEs and structural equation modeling (SEM) with bootstrap analysis was employed to estimate path coefficients.FindingsThis study shows that OSC positively impacts SEs’ social and economic performance, while SEO mediates only the relationship between OSC and SEs’ social performance. This research offers insights for scholars, practitioners and policymakers in social entrepreneurship by highlighting the significance of OSC and SEO.Originality/valueThis study contributes to the literature on SEs by integrating resource-based theory, OSC theory and behavioral entrepreneurship theory, presenting a novel comprehensive theoretical framework for understanding SEs’ performances. Additionally, the study advances the understanding of SEO as a mediator in the relationship between OSC and SEs’ social and economic performance. The unique focus on the Greek context provides a valuable setting for examining the relationships among OSC, SEO and SEs’ performances.

An Evidence-Based Blueprint for Architecting Social Capital in Organizations

The well-established concept of social capital in community studies is gaining prominence in management studies over the last decade due to evolving workplace and workforce. The paper presents a comprehensive and evidence-based model from past literature on how social capital is architected in organizations. We have adapted the seminal framework suggested by Murphy and DeNisi (2008) to capture distal, proximal, formation, and output factors. Also, our paper unveils areas of further investigation such as intervening, distortion, and psychological factors. We propose to move conversations among academicians and practitioners beyond just benefits of social capital to how one can intentionally facilitate social capital formation at the workplace for competitive advantage. Future researchers can continue to test and adjust the open model.

The Multifaceted Role of Social Capital for Achieving Organizational Ambidexterity and Supply Chain Resilience

With the increasing frequency and impact of disruptions (i.e., in the wake of COVID 19, Suez Canal blockage), researchers and practitioners are faced with an ongoing challenge to enable supply chain resilience. Drawing on the theory of paradox and ambidexterity, this study highlights paradoxes in enabling supply chain resilience and proposes that firms manage such paradoxes by developing an ambidexterity capability. We build a research model hypothesizing the role of social capital that enables organizational ambidexterity to realize supply chain resilience. The model is tested using structural equation modeling comprising survey data of 204 Pakistani manufacturing firms. Based on the results of this article, our overall model finds support with the exception that cognitive capital is not related to ambidexterity. This research contributes to the further conceptualization of paradoxes in supply chain resilience and advances the theory for a more comprehensive understanding of the impact of organizational social capital on ambidexterity.

Occupational stress in dental hygienists: A systematic review

Objectives: This study aimed to analyze research literature, created over the past 10 years, on occupational stress among domestic dental hygienists and identify the major factors affecting occupational stress. Methods: Of the 192 articles found through literature searches, 26 were selected for the analysis after reviewing titles, abstracts, and full texts. General characteristics of each study, measurement tools employed, and data related to pertinent factors were systematically analyzed. Results: Seven instruments were utilized to measure job stress. Among the variables exhibiting positive correlation with occupational stress, turnover intention was the most prevalent, while variables showing negative correlation were predominantly associated with job satisfaction. Factors influencing occupational stress included emotional labor, workload, organizational social capital, and experiencing verbal abuse. Conclusions: With regard to the most influential factors, “emotional labor” and “turnover intention” had the greatest impacts on job stress and occupational stress, respectively. Based on the findings of this study, follow-up research needs to be conducted to suggest ways to prevent, manage, and reduce occupational stress among dental hygienists

SPOR EĞİTİMİ VEREN KURUMLARDAKİ AKADEMİSYENLERİN ÖRGÜTSEL SOSYAL SERMAYE, ÖRGÜTSEL ÖZDEŞLEŞME VE ÖRGÜTSEL GÜVEN DÜZEYLERİ ARASINDAKİ İLİŞKİ

This study was conducted to reveal whether there is a relationship between the organizational social capital and organizational identification perceptions of academics in institutions providing sports education and their levels of organizational trust. In the analysis of the data,in order to reveal the relationship between the organizational social capital, organizational identification and organizational trust levels of academicians, the Pearson Moments Product Correlation Coefficient (r) technique was used. As a result of the research, it was found that the highest perceptions of the academicians in institutions providing sports education about social capital are bridging social capital, the lowest organizational social capital is followed by unifying social capital and linking social capital dimensions; In general, it was judged that academicians' perceptions of bridging, unifying and bonding social capital regarding their institutions are at a "moderate" level, that is, they are not satisfied with their communication in these dimensions of organizational social capital (linking, linking, bridging). It was determined that the highest perceptions of the academicians in sports education institutions regarding organizational identification are in the emotional organizational identification dimension, followed by the cognitive organizational identification dimension, in general, the emotional identification of the academicians about their institutions is high, and their cognitive identification is at the "medium" level. It has been determined that the highest perceptions of the academicians in institutions providing sports education about organizational trust are trust in the manager, followed by the trust in the organization dimension, and the dimensions of trust in the administrator and trust in the organization, in general, are at the "medium" level. It has been determined that there are medium and high-level positive relationships between the dimensions of the academicians in institutions providing sports education, organizational social capital, organizational identification and organizational trust in general.

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

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.

The impact of the strategic of emotional intelligence and transformational leadership in enhancing organizational social capital: an analytical study of a sample of administrative leaders at the Ministry of Planning Center

The study focused on three important factors in institutions: emotional intelligence strategies, transformational leadership, and organizational social capital. The goal of the research was to examine the relationship and impact between emotional intelligence strategies and transformational leadership on organizational social capital in the Iraqi Ministry of Planning. A total of 90 managers were included from various departments within the ministry. Questionnaires were distributed to 125 managers, with 100 being returned. After excluding 10 incomplete responses, statistical methods such as the Spearman correlation coefficient and simple linear regression coefficient were used to analyze the data and test the hypotheses. The results indicated a positive relationship between emotional intelligence strategies, transformational leadership, and the development of organizational social capital in management. Furthermore, the study emphasized the importance of moving away from bureaucratic models and adopting modern management concepts that align with global developments in order to achieve organizational goals.

Family firm performance: the effects of organizational culture and organizational social capital

PurposeThe goal of this paper is to examine the mediating role of organizational social capital between family firms' organizational culture, characterized by their group vs individual orientation and external vs internal orientation, and their performance.Design/methodology/approachA structural equation model is developed and tested in a sample of 176 US family firms recruited through Prolific Academic.FindingsThe authors show that group vs individual cultural orientation fosters bonding social capital, while external vs internal cultural orientation fosters bridging social capital. In turn, family firm performance is only enhanced by bridging social capital, not bonding social capital, which appears to have neutral to negative direct performance effects. Nevertheless, it is noteworthy that bonding social capital facilitates the establishment of bridging ties, leading to overall positive performance outcomes.Originality/valueThe understanding of how organizational culture influences family business heterogeneity and performance, along with the clarification of how bonding social capital fosters or hinders performance, provides novel insights for researchers and practitioners seeking to understand the complexities within the unique context of family businesses.

Linking Workplace Incivility and Emotional Exhaustion: A Moderated Mediation Examination

Ignorance in cultivating a harmonious work culture and not addressing the negative misconduct at the workplace is highly undesirable for the organisations and taxing for individual and team-level performances. Drawing upon conservation of resources theory, a moderated mediation framework is hypothesised where workplace incivility predicts emotional exhaustion in employees, and organisational social capital is identified as a critical resource mediating the mechanism. In addition, irresponsible leadership is tested as a boundary condition influencing this relationship. A cross-sectional study using an online questionnaire collected data from a heterogeneous sample of 410 Indian service sector employees providing evidence for the hypothesised relationships. Results confirm that participants experiencing higher levels of incivility reported greater levels of emotional burnout. This outcome is affected by irresponsible leadership such that the higher the levels of irresponsible leadership, the more the social capital is undermined and emotional exhaustion rises in employees.

Social media information governance in multi-level organizations: How humanitarian organizations accrue social capital

Strategic social media use positively influences organizational goals such as the long-term accrual of social capital, and thus social media information governance has become an increasingly important organizational objective. It is particularly important for humanitarian nongovernmental organizations (HNGOs), whose work relies on accurate and timely information regarding socially altruistic behavior (donations, volunteerism, etc.). Despite the potential of social media for increasing social capital, tensions in governing social media information across an organization's different operational levels (regional, intermediate, and national) pose a difficult challenge. Prominent governance frameworks offer little guidance, as their focus on control and incremental policymaking is largely incompatible with the processes, roles, standards, and metrics needed for managing self-governing social media. This study offers a notion of dynamic and co-evolutionary process management of multi-level organizations as a means of conceptualizing social media information governance for the accrual of organizational social capital. Based on interviews with members of HNGOs, this study reveals tensions that emerge within eight focus areas of accruing social capital in multi-level organizations, explains how dynamic process management can ease those tensions, and proposes corresponding strategy recommendations.

Moderating Effects of Organizational Social Capital on the Relationship between Public Welfare Officers' Perception of Public-Private Cooperation and the Performance of Outreach Health and Welfare Services

Moderating Effects of Organizational Social Capital on the Relationship between Public Welfare Officers' Perception of Public-Private Cooperation and the Performance of Outreach Health and Welfare Services

Taoist Behavior, an Approach to Create of Social Capital in Organization: a Case Study at Najaf International Airport

Purpose: The aim of this study is to explore the relationship between Taoist behavior and social capital as one of the important types of positive behaviors in organizations. Theoretical Framework: The study's main goal is to identify how Najaf international airport contributes to obtaining all information through the wide social networks of personal contacts by the managers of the organizations. Design/methodology/approach-The study collected data by designing a questionnaire distributed to (248) employees at Najaf International Airport, and the hypotheses that were developed through the literature related to the research variables were tested. Findings- The results revealed the existence of a correlation and impact relationship between Taoist behavior and the social capital of the organization, and this indicates the importance of social capital for workers and the extent of its contribution to achieving success through appropriate behavior for work, and the method of effective performance in light of competition and unexpected environmental conditions. As the Taoist behavior of the employees is based on two elements: balance and flexibility, and this is in line with the requirements of the social capital of a successful organization. Research, Practical & Social implications: The study is advocate for improving the basis and practices of Taoist conduct in the workplace by pushing individuals to balance their requirements with the demands of their work environment and the demands of their employer. Originality/Value: This paper develops and tests a model that explores the impact of Taoist behavior on social capital.

People are scarier than ghosts? Workplace haters and knowledge sharing

AbstractObjective.In the workplace, colleague relationship deeply affects employees’ work attitude and behavior, but it is rarely taken seriously. Based on the cognitive‐affective personality system theory and social network theory, this study examined the influence of three common workplace haters (negative gossiper, two‐faced person, and loafer) on employee well‐being and knowledge sharing and explores the moderating effect of organizational social capital. Method.The study used longitudinal design, three‐wave, and 409 valid supervisor–employee pairs (233 direct supervisors and 409 employees) from 10 companies in Taiwan to test these hypothetical relationships. Results. The findings of this study showed that: (1) workplace haters negatively affects employee well‐being; (2) employee well‐being positively affects knowledge sharing; (3) employee well‐being mediates the relationship between workplace haters and knowledge sharing; and (4) organizational social capital moderates the relationship between workplace haters and employee well‐being. Conclusion. The study has important contributions to the literature on workplace haters, coworker interaction, and social capital. Implications for behavioral researchers and human resource managers are discussed.

Requirements for improving social capital among faculty members of medical universities: A multicenter qualitative study.

Social capital is critical to organizational dynamics, particularly in developing countries. This study explored strategies for enhancing social capital among faculty members at seven medical universities in the south of Iran. This qualitative study was conducted in 2021. We used a purposeful sampling technique to recruit faculty members and conducted individual semi-structured interviews with them. Thematic analysis was used to analyze and describe the collected data. A total of 49 faculty members (34 males; 15 females) participated in this study. The participants expressed satisfaction with their affiliations with medical universities. Social capital was related to the feeling of belonging to the organization, as well as to interpersonal and intra-organizational relations. Social capital was associated with three components: empowerment, organizational policy change, and organizational identification. Additionally, a dynamic relationship between the individual, interpersonal, and macro-organizational levels reinforced the organization's social capital. This means that, just as the macro-organizational level affects the members' identities, the members' activism affects the macro-organizational level. To strengthen the organization's social capital, managers should work on the mentioned components at the individual, interpersonal, and macro-organizational levels.

Explaining the Causes and Contexts of the Formation of Organizational Insentience in the Red Crescent Society of Tehran

INTRODUCTION The phenomenon of organizational insentience has been one of the main challenges in recent years and refers to a situation in which the employees of an organization have become indifferent to their organizational environment. The current research was conducted to investigate the causes and contexts of the formation of organizational insentience in the Red Crescent Society of Tehran province, Iran. METHODS: This applied study was conducted based on the descriptive-correlation method of data collection. The statistical population of this research included all the managers of Red Crescent Organization in Tehran province in 2021. The samples (n=90) were selected using Cochran's statistical formula and stratified random sampling. The required data were collected using a researcher made organizational insentience questionnaire. The validity and reliability of the questionnaire were checked and confirmed. The collected data were analyzed in Smart PLS software using structural equation modeling with partial least squares approach. FINDINGS: The results of the research showed that causal conditions had a direct, positive, and significant effect on the central category with a standard beta coefficient of 0.725, t=17.625, and P=0.001 at the level of one percent error. Moreover, contextual conditions with a beta coefficient of 0.410, t=3.107, and P=0.002 had a direct, positive, and significant effect on the category of strategies at the level of one percent error. Intervening conditions had a direct, positive, and significant effect on strategies at the level of one percent error (standard beta coefficient=0.221, t=3.008, and P=0.003). The central category had a direct, positive, and significant effect on the strategy category with a beta coefficient of 0.334, t=2.282, and P=0.023 at the five percent error level. Based on the results, at one percent error level, the strategies presented in the research had a direct, positive, and significant effect on the outcomes (standard beta coefficient=0.347, t=3.769, and P=0.000). In total, the results showed the existence of organizational insentience in the Red Crescent Organization of Tehran province, which can be reduced by applying appropriate methods. CONCLUSION: According to the findings, by reducing the sense of meaninglessness, double standards, eliminating organizational discrimination, applying appropriate procedures in strategies and their implementation, paying attention to the structural dimensions of the Red Crescent Society in Tehran province, and implementing meritocracy management, it would be possible to increase organizational social capital, the level of interest, commitment, and responsibility of employees towards the Society and work, organizational independence, organizational justice, the atmosphere of trust, and supportive behaviors from the Society and employees. By adopting these measures, a step would be taken toward preventing the formation of organizational insentience in the Red Crescent Society of Tehran province.

EXAMINING THE COMPONENTS OF ORGANIZATIONAL SOCIAL CAPITAL IN HUNGARIAN COMPANIES

The measurement of organizational social capital (OSC) is extremely important, since numerous studies have found that social capital in organizations significantly affects employee job satisfaction, workplace creativity, innovativeness, and organizational performance. In this study, the strength of social capital in Hungarian organizations was assessed using a three-dimensional approach (cognitive, relational, and structural). Data collected from 405 Hungarian employees were used in empirical research to validate research model and hypotheses. IBM SPSS Statistics 27 and AMOS 23.0 were utilized for the statistical evaluations. Confirmatory factor analysis (CFA) was used for construct validation. An empirically validated model of eight dimensions and thirty items was developed to assess various aspects of organizational social capital in a work environment. Relationships among OSC components were examined using structural equation modeling (SEM). In order to determine if there were any differences in distribution of values of research dimensions among groups based on the business sector (public, private, non-profit) and the organization size (5-9 employees, 10-49 employees, 50-249 employees, 250 employees or more), the Kruskal−Wallis test was used. In the case of a significant result of the Kruskal−Wallis test, the groups showing significant differences were determined using the Dunn−Bonferroni post hoc test. In order to examine differences between managers and subordinates, the Mann−Whitney test was applied. This study found that of the three elements of organizational social capital, the cognitive dimension is the basis of the relational dimension, which in turn determines largely the structural element. Additionally, it was demonstrated that there are significant differences among sectors, company sizes, as well as between managers and subordinates in terms of the comparative evaluation parameters of organizational social capital. The study results provide insight into the structure of social capital in the workplace, which can be useful to managers and HR professionals.

Exploring the Mutual Nexus of Social Capital, Social Innovations and Organizational Performance

The ability of self-reconstruction is essential to the survival of social organizations. To meet the social challenges, these organizations must enhance their creative and innovative processes. Although an extensive literature describes the impact of social capital on innovations, research on how social and organizational innovations affect organizational performance and social capital is very slim. This paper makes an addition to the literature by investigating the impact of organizational and social innovations in explaining the relationship of social capital and organizational performance. Confirmatory factor analysis, exploratory factor analysis, and structural equation modelling are used on the data gained from social organizations in China. It is found that social and organizational innovations affect the organizational performance in positive way while social capital has a vital role in this relationship by improving mutual cooperation, interaction and trust. The mediating role of social and organizational innovations in the relationship of social capital and organizational performance is formalized through structural equation modeling. The empirical findings reveal that organizational and social innovations have mediating role in relationship of organizational performance and social capital. The empirical results do not support the direct relationship between organizational performance and social capital or between innovations and organizational performance. It is also found that social and organizational innovations are necessary to improve the relationship of organizational performance and social capital.

MANAGEMENT IN ACADEMIC LIBRARIES – BUILDING SMART ORGANIZATIONS BASED ON CORPORATE CULTURE

Thesis – Changes in academic libraries are now an indispensable part of the process of their development and professionalization. A number of additional tasks that are set for libraries, ranging from participation in the digitization and sharing of digital collections, Open Access resources and Open Research Data, to participation in the evaluation process of universities and scientific disciplines, determine the initiation of the process of change in many units and in entire organizations. This article aims to introduce the principles that accompanythe process of change in a contemporary academic library, and at the same time constitutes an introduction to a series of publications devoted to various examples of change management in Polish and foreign academic libraries. In particular, the role of creating an organizational culture and social capital was taken into account, while the difficulties and barriers (such as resistance to change) that accompany this process were also analyzed. These issues are the basis for defining the role of the library manager as a leader in implementing changes. Methods – The method used by this article is an analysis of literature devoted to the issues of change in the library, as well as change management in a broader context, especially in the context of human resource management. Selected publications on learning organizations and intelligent organizations were also used to determinewhether academic libraries can be considered as this type of organization, characterized by a modern approach to management. The author’s own managerial experience was also used in the examples and conclusions. Conclusions – The process of planning and implementing a change in a library, as in any other organization, should be properly planned and prepared. Correct definition of tasks, schedules and strategies for change, including strategies for preventing the occurrence of resistance to change, influences the course and success of theentire process, bringing numerous benefits to the organization. Libraries that adequately adopt and implement change processes are perceived as innovative libraries that may aspire to be considered as learning organizations or intelligent organizations responding to the needs of the environment. The above-mentioned examples show that depending on the organizational culture, as well as the attitudes of employees and managers of organizations entering into a process of change, its effects may vary.

Organizational Social Capital and Performance Information use: The Mediating Role of Public Service Motivation

This article examines the mediating role of public service motivation (PSM) between organizational social capital and performance information use. This topic is worth studying since it allows to understand how organizational level factors and individual level traits interact. Using a multiple informant survey distributed to county managers in Florida, this article finds support that organizational social capital is an important predictor of performance information use, and that this relationship is mediated by the role of PSM. The article concludes with recommendations on how to capitalize on these internal resources for the effective implementation of performance management reforms and practices.