To Bond or to Bridge? Contingent Effects of Managers’ Social Capital on Organizational Performance

Research output: Contribution to journalArticle

6 Citations (Scopus)

Abstract

A top manager’s social capital is considered a critical resource for determining organizational outcomes. However, little is known about the impact of social capital on public organizations’ performance. By dimensionalizing social capital into two subdimensions, this study investigates the impact of a superintendent’s bonding and bridging social capital on the performance of school districts. This study’s findings show that bridging social capital has positive impacts on organizational performance, but in a time of financial difficulty it worsens the negative shocks of the difficulty. Bonding social capital is found to be exactly the opposite. This study argues that choosing between bonding and bridging social capital is not an “either-or” question, and top managers are required to balance the two, depending on the situations that their organizations face.

Original languageEnglish
Pages (from-to)403-418
Number of pages16
JournalAmerican Review of Public Administration
Volume47
Issue number4
DOIs
Publication statusPublished - 2017 May 1

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social capital
manager
performance
Organizational performance
Social capital
Managers
district
resources
school

All Science Journal Classification (ASJC) codes

  • Sociology and Political Science
  • Public Administration
  • Marketing

Cite this

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To Bond or to Bridge? Contingent Effects of Managers’ Social Capital on Organizational Performance. / Ryu, Sangyub.

In: American Review of Public Administration, Vol. 47, No. 4, 01.05.2017, p. 403-418.

Research output: Contribution to journalArticle

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