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To Bond or to Bridge? Contingent Effects of Managers' Social Capital on Organizational Performance
https://iuj.repo.nii.ac.jp/records/510
https://iuj.repo.nii.ac.jp/records/5107e89440e-13b9-40d9-8d88-361293592989
| 名前 / ファイル | ライセンス | アクション |
|---|---|---|
EMS_2014_03 (192.5 kB)
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| Item type | 紀要論文 / Departmental Bulletin Paper(1) | |||||
|---|---|---|---|---|---|---|
| 公開日 | 2014-02-01 | |||||
| タイトル | ||||||
| タイトル | To Bond or to Bridge? Contingent Effects of Managers' Social Capital on Organizational Performance | |||||
| タイトル | ||||||
| タイトル | To Bond or to Bridge? Contingent Effects of Managers' Social Capital on Organizational Performance | |||||
| 言語 | en | |||||
| 言語 | ||||||
| 言語 | eng | |||||
| キーワード | ||||||
| 主題Scheme | Other | |||||
| 主題 | bonding | |||||
| キーワード | ||||||
| 主題Scheme | Other | |||||
| 主題 | bridging | |||||
| キーワード | ||||||
| 主題Scheme | Other | |||||
| 主題 | social capital | |||||
| キーワード | ||||||
| 主題Scheme | Other | |||||
| 主題 | performance | |||||
| キーワード | ||||||
| 言語 | en | |||||
| 主題Scheme | Other | |||||
| 主題 | bonding | |||||
| キーワード | ||||||
| 言語 | en | |||||
| 主題Scheme | Other | |||||
| 主題 | bridging | |||||
| キーワード | ||||||
| 言語 | en | |||||
| 主題Scheme | Other | |||||
| 主題 | social capital | |||||
| キーワード | ||||||
| 言語 | en | |||||
| 主題Scheme | Other | |||||
| 主題 | performance | |||||
| 資源タイプ | ||||||
| 資源タイプ識別子 | http://purl.org/coar/resource_type/c_6501 | |||||
| 資源タイプ | departmental bulletin paper | |||||
| 著者 |
Ryu, Sangyub
× Ryu, Sangyub× Ryu, Sangyub |
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| 抄録 | ||||||
| 内容記述タイプ | Abstract | |||||
| 内容記述 | A top manager's social capital is considered as a critical resource for determining organizational outcome. However, little is known about the impacts of social capital on public organizations' performance. By dimensionalizing social capital into two, this study investigates impacts of a superintendent's bonding and bridging social capital on the performance of school districts. Findings show that bridging social capital has positive impacts on organizational performance but in a time of financial difficulty, it worsens negative shocks of financial difficulty. Bonding social capital is found to be exactly the opposite. This study argues that bonding and bridging social capital is not an "either-or" question and top managers are required to balance the two contingent on the situation that their organizations face. | |||||
| 書誌情報 |
en : Economics & Management Series 発行日 2014-03-01 |
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