Structural vs. relational embeddedness: social capital and managerial performance

@inproceedings{Moran2005StructuralVR,
  title={Structural vs. relational embeddedness: social capital and managerial performance},
  author={Peter O'Neill Moran},
  year={2005}
}
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… CONTINUE READING
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