Social Capital
Show Less

Social Capital

An Introduction to Managing Networks

Kenneth W. Koput

This volume teaches how to understand and manage social capital to facilitate individual and organizational learning and goal attainment. Coverage includes both orchestrating relationships of others and navigating one’s own social interactions. Written at an introductory level and accessible to those without background in network analysis or graph theory, this text combines both comprehensive analysis and concrete concepts to emphasize how critical a role social capital’s applications play on the foundations of business as we know it today.
Buy Book in Print
Show Summary Details

Chapter 3: Sociocentric Perspectives with Applications to Human Resources

Kenneth W. Koput

Extract

3 Sociocentric perspectives with applications to human resources In this chapter we examine how a company can tap into the social capital in the informal networks formed by employees’ social ties and use that social capital to further organizational goals. We consider first the case where a company is filling vacancies by promoting from within, known as internal staffing. Then we’ll look at how a company can use employees’ extraorganizational social networks to more effectively hire new employees from outside the organization. INTRAORGANIZATIONAL SOCIAL CAPITAL 3.1 Filling vacancies from within Marsden and Gorman (1999) are concerned with the nature and determinants of internal staffing procedures that draw on social capital versus more formal methods. Let’s first identify social capital methods and formal methods so we can contrast the advantages and disadvantages of each type. Then we’ll look at how a manager can determine which type of method to use in filling a vacancy, based on which is more likely to manifest its advantages. Social capital methods are those that utilize employees’ social connections to identify candidates to fill the vacant position. For our purpose here, we can identify social capital methods as either direct contacts or referrals. Direct contacts come from actual observation of a candidate at work, based on having an existing social tie. So they are persons either that you have had the opportunity to supervise or whose supervisor is in your social network, and so you have observed them in the course of your social interaction with...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.


Further information

or login to access all content.