Purpose The 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/approach Data 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. Findings The 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/implications Although 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 implications Creation and preservation of IOSC in organizations increases the employee vigor and can serve to upgrade performance. Originality/value The important role of IOSC in organizations has been confirmed. Furthermore, the combination between supportive environment and personality traits can foster employee performance.

Purpose Exploring the mechanisms through which social capital (SC) operates in organizations is highly important for both researchers and practitioners. As a theoretical concept, the role and functions of SC in organizations are framed in various ways but not clearly enough. Practitioners would like to understand how relationship intensifies performance; the purpose of this paper is to better understand the mechanisms through which SC influences performance in organizations. Design/methodology/approach A conceptual framework for different levels of SC in organizations has been developed and presented, as well as propositions regarding the suggested impact of each level on performance have been stated. Findings Drawing on a variety of literatures, it is argued that there are three levels of SC in organizations – personal, intra-organizational, and external; each level has unique features and benefits, and also, each level holds different risks. It is suggested that every SC level strengthens other components of performance. Originality/value Organizations strive to improve their performance and to create a better working atmosphere for their employees; nurturing SC properly helps in achieving these goals. This paper promotes understanding of the benefits and risks of SC, how to avoid these risks, and how to improve personal and collective performance and organizational outcomes.

Purpose With increases in life expectancy, age diversity has emerged as a common feature of organizations. The purpose of this paper is to focus on the connection between employee age, intrapreneurial behaviors (i.e. introducing new ventures inside an organization), intra-organizational social capital (SC) and their connection to employee performance. Design/methodology/approach A paper-based survey was distributed among 617 participants from five organizations. Three organizations operate in the industrial industry, while the other two operate in the service field. Findings The findings show that intrapreneurial behaviors moderate the positive connection between age and performance. That is, among employees engaged in intrapreneurship, older workers evaluated their performance more highly compared to their younger counterparts. However, among workers who did not participate in intrapreneurship, younger employees evaluated their performances as higher compared to older workers. The authors also found that age was negatively connected to intrapreneurial activities, and this connection was mediated by intra-organizational SC. Originality/value The results of this study highlight the contribution of older employees to intrapreneurial activities and organizational performance while pointing to obstacles that may inhibit them from participating in intrapreneurship. The results have both theoretical and practical implications, which can aid HR managers in their attempt to establish a positive age-diversity climate.

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