Session 142

Social Networks & Human Capital: Tying things together

Track L

Date: Tuesday, October 9, 2012

 

Time: 17:30 – 18:45

Paper

Room: Dressing Room 220


Session Chair:

  • Ramon Valle, Pablo de Olavide University

Title: An Analysis of Individual\'s Position in the Social Structure and its Effect on his/her Perception about Team Performance

Authors

  • Maria F. Muñoz-Doyague, University of León
  • Pilar Marqués-Sánchez, University of León

Abstract: This study aims for a better understanding about how individual’s position in the social networks of his/her team affects to his/her perception regarding the performance of his/her work team. Specifically, two hypotheses are posited which relate the worker’s level of prestige in the Advice Social Network and in the Motivation Social Network with a performance variable developed for this research. We test them among 196 employees from the health care system. Results confirm the importance of the actor’s position in the network when s/he assesses team performance. Moreover, the findings bring into relief the importance of similarity on employees’ behaviour, as this aspect has conditioned the separate study of two sub-networks in each team, depending on the position held by the workers in it.

Title: The Elements of Intellectual Capital: Are they Playing the Same Role for Innovation?

Authors

  • Mar Bornay-Barrachina, Pablo de Olavide University
  • Alvaro Lopez-Cabrales, Pablo de Olavide University
  • Ramon Valle, Pablo de Olavide University

Abstract: Using a sample of 150 innovative Spanish firms, this paper explores the role played by the three elements of intellectual capital on innovation. Specifically, we propose that social capital directly affect to innovation outputs, human capital promotes the generation of social capital, and organizational capital plays a moderating role in the relationship between social capital and innovation. Additionally, we expect that specific HRM practices facilitate human and organizational capital in the firm. Our analyses recognize the positive effect of social capital on innovation outputs. This relationship is improved through organizational capital as a moderator of such relationship. Finally, we also identify collaborative and commitment HRM practices oriented to the development of human and organizational capital. We also discuss the main implications and conclusions.

Title: The Interactive Human Capital Resource: Performance Gains from the Configuration and Bundling of Human Capital

Authors

  • Mark Maltarich, University of South Carolina
  • Greg Reilly, University of Connecticut
  • David Souder, University of Connecticut

Abstract: Firms gain advantage from their resources, but the extent to which resources are complementary can increase or decrease their value. We extend this thinking to the human capital resource, and propose the existence of an interactive human capital resource. The presence of this resource explains deviations in performance from what would be predicted from the aggregate level of human capital stocks alone. We develop theory that explains how this resource is affected by turnover, configurations of interdependent work teams, and effective leadership. We test our theory using data from the National Basketball Association at the level of the team and the 5-man squad. Our data support the predicted antecedents of interactive human capital, and suggest stronger effects for units that are smaller and more interdependent.

Title: The Temptation of Social Ties: When Interpersonal Network Transactions Hurt Firm Performance

Authors

  • Marc Brechot, University of Zurich
  • Leif Brandes, University of Zurich
  • Egon Franck, University of Zurich

Abstract: We introduce agency concerns to social capital theory and predict that managers can use individual social capital to reduce personal effort costs, which is not in the best interest of the firm. To test this prediction, we collect data on all 8,019 hiring decisions from general managers in the National Basketball Association between 1981 and 2011. We find that managers have a clear preference for hiring players through social ties. To isolate the motivation for this behavior, we complement our data with information on the sporting performance of teams. In line with agency theory, we find that the hiring of players through social ties reduces organizational performance. Overall, this paper documents first empirical evidence that decision makers' use of individual social capital can lead to reduced firm performance.

All Sessions in Track L...

Sun: 08:00 – 09:15
Session 133: Transitioning from Faculty to Administrator: Building Strategic Human Capital
Sun: 09:30 – 10:45
Session 134: Management Practices across Firms and Countries
Sun: 11:15 – 12:30
Session 135: Linked Employer-Employee Data and Strategic Human Capital Research
Mon: 08:00 – 09:15
Session 144: Stars and Human Capital Flows
Mon: 09:30 – 10:45
Session 140: Knowledge Management & Knowledge Structures: Who knows?
Mon: 13:30 – 14:45
Session 112: CEO and TMT Turnover: Firm Implications
Session 138: Value Creation & Appropriation: Take the money and run
Mon: 16:30 – 17:45
Session 139: Impact of Human Capital Loss: Going Mobile
Tue: 08:00 – 09:15
Session 137: CEO Human Capital: Take a Little off the Top
Tue: 11:00 – 12:15
Session 143: The Strategic Human Capital Process: A look inside the sausage factory
Tue: 14:15 – 15:30
Session 141: Impact of the Acquisition & Loss of Human Capital: Putting a new spin on things
Tue: 15:45 – 17:00
Session 145: Individual Differences & Human Capital-based Advantage: Vive la différence
Tue: 17:30 – 18:45
Session 142: Social Networks & Human Capital: Tying things together
Session 215: CEO Personality and Characteristics Influencing Decision Making


Strategic Management Society

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