Structural vs. relational embeddedness: Social capital and managerial performance

• 成果类型: Article
• 署名作者: Moran, P
• 署名单位: University of London; London Business School
• 刊物名称: STRATEGIC MANAGEMENT JOURNAL
• ISSN/ISSBN: 0143-2095
• DOI: 10.1002/smj.486
• 发表日期: 2005
• 页码: 1129-1151
• 关键词: Social capital; Embeddedness; managerial performance

摘要

This paper examines the impact of managers' social capital on managerial performance. Two dimensions of social capital are compared-the structural embeddedness (i.e., configuration) of a manager's network of work relations and the relational embeddedness (i.e., quality) of those relations. Based on a sample of 120 product and sales managers in a Fortune 100 pharmaceutical firm, this paper presents evidence indicating that both elements of social capital influence managerial performance, although in distinct ways: structural embeddedness plays a stronger role in explaining more routine, execution-oriented tasks (managerial sales performance), whereas relational embeddedness plays a stronger role in explaining new, innovation-oriented tasks (managerial performance in product and process innovation). This research considers resource exchanges within firms as key to value creating behaviors and contributes a deeper understanding of how social capital influences productive resource exchanges. Copyright (c) 2005 John Wiley & Sons, Ltd.