What is it about?
The paper explores the effect of an organization’s bonding social capital and a manager’s social capital on the organization’s ability to build external relationships, in other words, bridging social capital.
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Why is it important?
The present work conducts a joint empirical analysis of the different relationship networks related to an organization (a museum), such as internal, external and curator’s networks, and their link to the organization’s performance in terms of innovation. Therefore, our work contributes to the study of cultural organizations by adopting the social capital and social network theories as a main approach to interpret how museums react to turbulent times and attempt to achieve innovation, reputation and funding through social capital.
Perspectives
Writing this article was a great pleasure as it has co-authors with whom I have had long standing collaborations.
GARRIDO MARIA-JOSE
University of Valladolid (Spain)
Read the Original
This page is a summary of: The mixed effects of organization’s and manager’s social capital: Evidence from the case of museums, Journal of Management & Organization, January 2018, Cambridge University Press,
DOI: 10.1017/jmo.2017.77.
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