Structural vs. relational embeddedness: social capital and managerial performance | Zendy

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Structural vs. relational embeddedness: social capital and managerial performance

Author(s) -

Moran Peter

Publication year - 2005

Publication title -

strategic management journal

Language(s) - English

Resource type - Journals

SCImago Journal Rank - 11.035

H-Index - 286

eISSN - 1097-0266

pISSN - 0143-2095

DOI - 10.1002/smj.486

Subject(s) - embeddedness , social capital , relational capital , business , product (mathematics) , resource (disambiguation) , industrial organization , structural equation modeling , value (mathematics) , capital (architecture) , sample (material) , quality (philosophy) , marketing , knowledge management , intellectual capital , sociology , computer science , social science , archaeology , finance , anthropology , history , computer network , philosophy , chemistry , geometry , mathematics , chromatography , epistemology , machine learning

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.

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