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 language | English |
|---|---|
| Pages (from-to) | 403-418 |
| Number of pages | 16 |
| Journal | American Review of Public Administration |
| Volume | 47 |
| Issue number | 4 |
| DOIs | |
| Publication status | Published - 2017 May 1 |
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All Science Journal Classification (ASJC) codes
- Sociology and Political Science
- Public Administration
- Marketing
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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 journal › Article
TY - JOUR
T1 - To Bond or to Bridge? Contingent Effects of Managers’ Social Capital on Organizational Performance
AU - Ryu, Sangyub
PY - 2017/5/1
Y1 - 2017/5/1
N2 - 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.
AB - 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.
UR - http://www.scopus.com/inward/record.url?scp=85018736787&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85018736787&partnerID=8YFLogxK
U2 - 10.1177/0275074015598392
DO - 10.1177/0275074015598392
M3 - Article
VL - 47
SP - 403
EP - 418
JO - American Review of Public Administration
JF - American Review of Public Administration
SN - 0275-0740
IS - 4
ER -