Authors: Beverly Wagner; JohnH Finch; Niki Hynes
To understand how actors formulate and combine resources, we propose an account of social capital predicated on action and interaction ahead of the structure and content of social ties and links. There are precedents, in the dynamic resource-based view of the firm and in communities of practice, but these isolate the development of social capital from economic capital and compound resources with social capital and social exchange. IMP models envisage actors drawing out resources into the somewhat precarious and imminent settings of business activities, between social and economic capital, but have yet to capture the implications for resources, social and economic capital of this ‘in between’ character. We develop a framework and assess it in two cases in which managers have shaped the development of social capital, thereby directing how colleagues combine resources in the pursuit of business activities.
Journal: n.a. (n.a. – n.a.)
Web Address: n.a.
Publish Year: 2009
Conference: Marseille, France (2009)