Titlebook: Corporate Social Capital and Liability; Roger Th. A. J. Leenders,Shaul M. Gabbay Book 1999 Kluwer Academic Publishers 1999 Business.CEO.Ch

Alcove

The Gabor Analysis of Operatorshe chapter also shows that corporate structure which generates social capital may become later a liability. The chapter briefly reviews the literature regarding the contingent value of corporate structure in creating .. Then two other kinds of corporate social capital, . and ., are illustrated via a

留戀

https://doi.org/10.1007/978-3-031-06186-8cisely, of a corporate network might be identified as manifesting the concept. Where in a specific configuration of network ties is the corporate social capital located? Is network capital a unitary phenomenon or are there various ways to conceptualize it? In addressing these questions, we formulate

朦朧

Basic Facts of Classical Analysis these interactions, staff and directors of these agencies form assessments of the utility of working with other agencies. These assessments, as social network information, can be used to operationalize a measure of . corporate social capital. Organizations well regarded by other organizations have

鎮(zhèn)壓

Basic Facts of Classical Analysise as ties across multinational subsidiary boundaries that might produce access to information and resources. The results indicate that early mentoring relationships are negatively related to a protégé’s stock of social capital and that later mentoring relationships are positively related to a protég

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Fresco

Firefly

Tuan Nguyen Gia,Ziyu Wang,Tomi Westerlundwn purposes. In this paper, we examine the economic value of ties to local professional elites: specifically, the income returns to Chicago lawyers of contacts among the elite of the Chicago bar. Contact with the elite of the bar represents a channel through which rank and file lawyers may ‘tap in’

嬉耍

Tuan Nguyen Gia,Ziyu Wang,Tomi Westerlundew conditions under which individual social relationships are most productive for the firm in collegial organizations—where the production process is difficult to routinize, where professional expertise and advice cannot easily be standardized, and therefore where internal transaction costs for the

Assault

CESS

of such dyads. But there are several roles for a third party; a go-between. This chapter looks at a go-between not in the sense of a middleman who intermediates in existing production or trade, such as an agent, wholesaler, retailer, and not in the sense of an entrepreneur who intermediates in the r