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1 – 10 of over 120000Helen May and Mark Jones
In recent years, there have been a growing number of references to social capital, in debates about higher education (HE), by policy makers, senior institutional leaders and…
Abstract
In recent years, there have been a growing number of references to social capital, in debates about higher education (HE), by policy makers, senior institutional leaders and academics. This chapter highlights the value of social capital to both students and institutions alike, as a contributing factor to the transformational effect of HE; and as an important tool to explain the value of HE to policy makers and the public. We draw on empirical data from students articulating the value of social capital. Their voices demonstrate that social capital has a significant role to play in institutional endeavours to maximise student success.
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James J. Hoffman, Mark L. Hoelscher and Karma Sherif
This article attempts to begin the process of removing the cloak of causal ambiguity by examining the role that knowledge management has in the creation of the wide variety of…
Abstract
Purpose
This article attempts to begin the process of removing the cloak of causal ambiguity by examining the role that knowledge management has in the creation of the wide variety of competitive advantages found in some organizations. Specifically, this article aims to extend understanding in the field of knowledge management by examining how knowledge management can affect organizational performance, and by examining one possible determinant of an organization's capacity to manage knowledge.
Design/methodology/approach
Reviews literature on resources‐advantage theory of the firm, social capital and knowledge management to propose ways within the organization to improve their ability to manage knowledge and achieve sustained superior performance. The paper is structured around the following constructs: resource‐advantage theory of the firm, social capital, and knowledge management.
Findings
Describes the relationship between social capital and knowledge management and how both help organizations achieve a sustained superior performance within the market. Suggests that organizations with high levels of social capital have more knowledge‐management capabilities than organizations with low levels of social capital.
Research limitations/implications
This article extends prior research of knowledge management by proposing how social capital can positively impact the ability of organizations to manage knowledge.
Practical implications
Since resources within all businesses are relatively limited, and particularly so when the business is small relative to its competitors, the revelation that social capital can lead to more effective knowledge management makes the decision to support and nurture social‐capital development much more credible.
Originality/value
Because there is no existing literature that has examined the relationship between social capital, knowledge management, and organizational performance, this paper provides a foundation for future studies that examine the relationship between social capital and knowledge management.
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This study aims to investigate the effects of social capital (defined as networks) on the performance of Chinese private enterprises.
Abstract
Purpose
This study aims to investigate the effects of social capital (defined as networks) on the performance of Chinese private enterprises.
Design/methodology/approach
The paper employ an econometric model to test relationships between social capital and firm performance, using a sample of private enterprises in a survey in China in 2000.
Findings
The analysis suggests two findings. First, memberships in various organizations do not appear to be significant in affecting the performance of Chinese private enterprises. Second, short‐time investment in, and the flow of, social capital are significant determinants of enterprise performance.
Research limitations/implications
The study examines only the effects of the short‐time investment in social capital. Further research is suggested to examine the effects of long‐term investments in social capital, the relationship between short‐time investment and long‐time investment in social capital, and the network as a whole, including informal networks.
Originality/value
The paper uses the survey data in China to test Krishna's hypothesis which suggests that short‐term investments can play a positive role in the financial performance of firms.
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