How intra-organizational social capital influences employee performance

Abstract

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.

The Impact of Human Capital and Social Capital on Employee Performance: A Study of Employees in Small Scale Industry Enterprises in Western Province of Sri Lanka

“…Social capital can categorized in to 3 level, Such as personal Social capital, Intra organizational social capital and external social capital (Hador, 2016) Individual Social Capital were fixed of resources that individual brought to perform their task through their own personal relations (Lazega et al, 2006;Hador, 2016) and also it was Individual's profit from the individual's placing in social network (Woolcock, 1998;Mouw, 2003;Yang et al, 2011;Hador, 2016). External social interaction mean collaboration of people within the organization, such as CEO and top management, competitor, investors , clients, suppliers and other third party (Yu and Junshu,2013;Carmeli, 2007;Kapucu and Demiroz, 2015).Intra organitional social capital consequent from connection within and between formal and formal groups in organizations from the level of work team in the whole organization.…”

“…External social interaction mean collaboration of people within the organization, such as CEO and top management, competitor, investors , clients, suppliers and other third party (Yu and Junshu,2013;Carmeli, 2007;Kapucu and Demiroz, 2015).Intra organitional social capital consequent from connection within and between formal and formal groups in organizations from the level of work team in the whole organization. (Leana and Van Buren, 1999;Lee et al, 2016;Hador, 2016). Intra-organizational social capital (Adler and Kwon, 2002;Hador, 2016) is an intangible asset it create through the connection between people (Bourdieu, 1983;Hador, 2016).…”

“…Intra-organizational social capital (Adler and Kwon, 2002;Hador, 2016) is an intangible asset it create through the connection between people (Bourdieu, 1983;Hador, 2016). It is covered the objective and collaboration (Fukuyama, 1995;Hador, 2016) trust, norms, and organizational networks (Putnam, 1993: Hador, 2016. social capital was found to enhance the employees daily work life (Mahajan & Benson, 2013;Hador, 2016).…”

“…Felício, Couto, & Caiado (2014) done research regurding interrelationships between human capital and social capital in small and medium sized firms: the effect of age and sector of activity done study in Portugal. Batia Ben Hador (2016) done research, How intra-organizational social capital influences employee performance done in Israel. Most research has been developed and tested in the US and few research are tested in the Asian countries, such as Thailand, Israel, (Hofstede, 1983;Wright et al, 1995b;Pil & Leana, 2009;Hanges, Javidan, Dorfman, & Gupta, 2004).…”

The structural, relational and cognitive dimensions of social capital on innovation and technology in interorganizational and intraorganizational settings

“…The first is concerned to the development of social capital on the intraorganizational level (Tsai and Ghoshal 1998;Tsai 2000;Ahearne, Lam and Kraus 2014), that is, within organizational boundaries. In this sense, social capital was found to be a relevant in explaining strategic alignment (Karahanna and Preston 2013), investors' assessments of CEOs changes (Tian, Haleblian and Rajagopalan 2011), and improvement of employees performance (Ben-Hador 2016). The second main area is concerning the development of interorganizational social capital (Inkpen and Tsang 2005;Sorenson and Rogan 2014), that is, outside organizational boundaries.…”