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

terazosin

Corporate Social Capital and Liability: a Conditional Approach to Three Consequences of Corporate Sohe 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

mydriatic

Dimensions of Corporate Social Capital: Toward Models and Measurescisely, 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

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disparage

細(xì)頸瓶

Social Capital in Internal Staffing Practicesoyees. We focus on the use of methods involving informal ties: referrals and direct approaches to candidates for promotion or transfer. Such ties may produce’ social capital’ by providing employers with information about the qualifications and abilities of personnel; at the same time, they provide e

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危機(jī)

The Changing Value of Social Capital in an Expanding Social System: Lawyers in the Chicago Bar, 1975wn 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’

衰老

Generalized Exchange and Economic Performance: Social Embeddedness of Labor Contracts in a Corporateew 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

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CEO Demographics and Acquisitions: Network Effects of Educational and Functional Backgroundckgrounds are likely to come with interorganizational networks, networks that stay with individuals over long periods of time and have the potential to affect acquisitions. We argue that these networks constitute a form of interorganizational social capital, which directs acquisition activities alon

FUSE

Book 1999pecialized agents who do not playa direct role in linking stages in a chain of production and distribution, as middlemen and entrepreneurs typically do. Indeed, some of the roles require an independence that is served by not having a direct stake in the relations that need to be developed. I propose