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- W2265089501 abstract "We develop social capital-, upper echelon-, and resource- based arguments that top management group (TMG) social capital creates value for their firms thereby improving firm performance. TMG social capital is defined as potential resources arising from the sum of top management group members interpersonal linkages to other individuals, both inside and outside the firm. The theory and the hypotheses were examined with a sample of top managers in 199 large, publicly traded Korean companies from 1990 through 1999. We argue that: (1) there are two dimensions of TMG social capital-internal and external; (2) both internal and external dimensions of TMG social capital influence firm performance, and (3) environmental instability will moderate the relationship between top management group social capital and firm performance. The results support the major hypotheses that both top management group internal social capital and external social capital influence firm performance. TMG internal social capital, in particular, was found to have an inverted U-shape relationship with firm performance, suggesting that too dense an internal network can be detrimental to the organization. The analyses also revealed substantial moderating effects for environmental instability as a moderator in the internal social capital-firm performance relationship. This study provides an important managerial implication that managers should consider maintaining moderate levels of internal social capital and high levels of external social capital in their top management group, in order to improve firm performance." @default.
- W2265089501 created "2016-06-24" @default.
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- W2265089501 date "2004-11-01" @default.
- W2265089501 modified "2023-09-23" @default.
- W2265089501 title "SOCIAL CAPITAL AMONG CORPORATE UPPER ECHELONS AND ITS IMPACTS ON FIRM PERFORMANCE" @default.
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