Structural vs. relational embeddedness: social capital and managerial performance
Strategic Management JournalPublished 25 October 2005
Peter Moran
Citations1,342
SJR quartileQ1
SJR score10.18
SNIP3.84
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TL;DR
Evidence is presented indicating that both elements of social capital influence managerial performance, although in distinct ways: structural embeddedness plays a stronger role in explaining more routine, execution‐oriented tasks (managerial sales performance), whereas relational embeddedness play a strongerrole in explaining new, innovation‐oriented task descriptions (Managerial performance in product and process innovation).
Abstract
Abstract This paper examines the impact of managers' social capital on managerial performance. Two dimensions of social capital are compared—the structural embeddedness (i.e., configuration) of a manager's network of work relations and the relational embeddedness (i.e., quality) of those relations. Based on a sample of 120 product and sales managers in a Fortune 100 pharmaceutical firm, this paper presents evidence indicating that both elements of social capital influence managerial performance, although in distinct ways: structural embeddedness plays a stronger role in explaining more routine, execution‐oriented tasks (managerial sales performance), whereas relational embeddedness plays a stronger role in explaining new, innovation‐oriented tasks (managerial performance in product and process innovation). This research considers resource exchanges within firms as key to value creating behaviors and contributes a deeper understanding of how social capital influences productive resource exchanges. Copyright © 2005 John Wiley & Sons, Ltd.
Keywords
Social SciencesBusiness, Management and Accounting
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