The impact of social and human capital on the income attainment of Dutch managers

Boxman, Ed; Graaf, P.M. de; Flap, Henk

doi:10.1016/0378-8733(91)90013-j

Cited by 359 publications

(196 citation statements)

References 10 publications

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“…This measure of objective attained status follows from previous studies of organizational status and power, which have used number of subordinates as an index of an individual's hierarchical position (e.g., Boxman, De Graaf, & Flap, 1991;Lyness & Thompson, 1997;Reskin & Ross, 1992;Spaeth, 1979Spaeth, , 1985. 2 Executives with more subordinates may be more educated and earn higher salaries than executives with fewer subordinates.…”

Section: The Present Studymentioning

confidence: 99%

The interaction of testosterone and cortisol is associated with attained status in male executives.

Sherman¹,

Lerner²,

Josephs³

et al. 2016

Journal of Personality and Social Psychology

124

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Are hormone levels associated with the attainment of social status? Although endogenous testosterone predicts status-seeking social behaviors, research suggests that the stress hormone cortisol may inhibit testosterone’s effects. Thus, individuals with both high testosterone and low cortisol may be especially likely to occupy high-status positions in social hierarchies while individuals with high testosterone and high cortisol may not. We tested this hypothesis by recruiting a sample of real executives and examining testosterone, cortisol, and a concrete indicator of attained status: the number of subordinates over which the executive has authority. Despite the myriad nonhormonal factors that determine organizational promotion, the executives’ endogenous testosterone and cortisol interacted to significantly predict hierarchical position: Testosterone positively predicted executives’ number of subordinates, but only among low-cortisol executives. The results imply that reducing cortisol levels via stress reduction may be a critical goal not only because doing so will improve health but also because doing so may enhance leadership potential.

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Section: The Present Studymentioning

confidence: 99%

The interaction of testosterone and cortisol is associated with attained status in male executives.

Sherman¹,

Lerner²,

Josephs³

et al. 2016

Journal of Personality and Social Psychology

124

View full text Add to dashboard Cite

show abstract

“… Access to resources, information, and skills/knowledge (Boxman, De Graaf & Flap, 1991;Knoke, 1999;Coleman, 1988;Burt, 1997;Powell & SmithDoerr, 1994;Podolny & Page, 1998)  Secure benefits (Portes, 1998)  Leadership, power and authority by brokering connections (Burt, 1992;Coleman, 1988)  Compliance with local rules and customs (Coleman, 1988)  Costly to maintain (Hansen, 1998)  Parochialism and inertia (Gargiulo & Bernassi, 1999, Powell & Smith-Doerr, 1994)  Group level exclusion and insularity (Foley & Edwards, 1996, 39)  Excessive brokering restricting network opportunities and innovation (Gabbay & Zuckerman, 1998)  Bringing together dissatisfied actors can deepen social cleavages (Portes, 1998) …”

Section: Tennant Divisionmentioning

confidence: 99%

Social capital and management control systems: A study of a non-government organization

Chenhall¹,

Hall²,

Smith³

2010

Accounting, Organizations and Society

189

188

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In this paper we use the concept of social capital to outline a distinctive approach to understanding the interplay between management control systems and the development of social connections in and between organisations. Social capital provides a comprehensive framework for examining the nature of social connections through its focus on both structural networks (bridging) and interpersonal relationships that predispose individuals towards mutually beneficial collective action (bonding). In doing so, social capital provides a means of considering how individuals react to management control systems in terms of the social ties that exist both within the organization and external to the organization. Using a case study of a non-government organization, we show how social capital is implicated in efforts to attract economic capital and cultural capital. We demonstrate how elements of a management control system can either enhance or inhibit the bonding and bridging dimensions of social capital with potential consequences on both economic and cultural capital. We highlight the mixed and sometimes contradictory effects of management control systems on social capital, and provide a powerful illustration of the role of management control systems in brokering alliances and bridging structural holes.Key words: social capital, management control systems, non-government organizations.2 Social capital and management control systems: a study of a non-government organizationNon-government organizations (NGOs) have a central role in delivering welfare services. NGOs rely on developing social connections to draw together those in need with service providers and suppliers of welfare funding. This raises issues of how social connectedness can help organizations, such as NGOs, to deliver their services, and, consequently, has encouraged researchers to examine social infrastructures that facilitate individual and collective action of many kinds (Coleman, 1990;Foley & Edwards, 1999). Across a broad range of disciplines, the study of social connectedness has been facilitated by examining the phenomenon of social capital. Adler and Kwon (2002, p. 17) note "A growing number of sociologists, political scientists, and economists have invoked the concept of social capital in the search for answers to a broadening range of questions being confronted in their own fields." On this basis, we explore how social capital may contribute to knowledge in the area of management control systems (MCS) and how it may affect the management of NGOs.In this study our particular interest is in NGOs that provide welfare services to the community within the institutional space termed 'civil society'. 1 Providing welfare involves NGOs developing an identity to deliver humanitarian services and to attract economic capital to fund operations. At times these two functions can be in tension. Social capital has a potential role in delivering services and attracting resources, and in managing the tension between the two. Also, MCS are used both to 1 While 'civil s...

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“…There are, however, some contradictory findings pointing to the use of social networks by people in professional or managerial positions. Boxman, De Graaf and Flap (1991) found that managers secured their jobs largely through social networks in the Netherlands, but Falcón (1995) revealed that labourers and construction workers used social networks heavily in job searches while professionals or managers used them much less.…”

Section: Who Uses Which Methods?mentioning

confidence: 99%

“…Researchers classify these different job-search methods in different ways such as non-personal means versus personal means (Bridges and Villemez 1986), formal channels versus informal channels (Boxman et al 1991), personal contacts, formal channels and direct application (Lin et al 1981). In essence, however, these job-search methods fall into three types: hierarchy, market and networks (Bian 2002;Granovetter 1995).…”

Section: How Do People Search For Jobs?mentioning

confidence: 99%

Australia: Identity, Fear and Governance in the 21st Century

Pietsch¹,

Aarons²

2012

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The impact of social and human capital on the income attainment of Dutch managers

Cited by 359 publications

References 10 publications

The interaction of testosterone and cortisol is associated with attained status in male executives.

The interaction of testosterone and cortisol is associated with attained status in male executives.

Social capital and management control systems: A study of a non-government organization

Australia: Identity, Fear and Governance in the 21st Century

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