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This study aims to investigate the influence of social capital on firms’ business strategies, focusing on Miles and Snow (1978) dichotomy between “prospector” and “defender” strategies.

The authors perform multivariate regression analyses using a sample of US firms spanning the period from 1995 to 2021. The authors use a two-stage least squares model to alleviate endogeneity concerns and perform several cross-sectional tests and path analyses.

The authors find a significant and positive association between social capital and defender-type business strategies. Results from cross-sectional analyses reveal that this relationship is more pronounced in highly competitive product markets and among firms led by highly qualified CEOs. In addition, the authors find that CEO compensation mediates the effect of social capital on business strategy. Overall, the results suggest that low social capital regions foster prospector strategies due to managers’ self-maximizing incentives. Finally, the authors find that business strategy acts as a mediating factor, connecting social capital to firms’ financial reporting outcomes.

In light of recent public concerns over declining social capital in major economies and the growing globalization and multiculturism in societies, the findings are of interest to policymakers and the wider society by highlighting the far-reaching implications of social capital on businesses and the capital market.

To the best of the authors’ knowledge, this study documents the first empirical evidence on the association between a society’s social capital and firms’ business strategies. The study contributes to the research on the determinants of a firm’s business strategy and extends the literature on the relationship between social capital and firm behavior.

A significant autism employment gap persists in many countries. This study examines how the traditional job interview might form an obstacle to autistic people obtaining employment. It then offers a range of strategies that could make the traditional job interview more effective in allowing employers to identify and hire those who have an “autism advantage”.

A triangulated, qualitative approach is employed, comprising (1) five focus groups with a total of 23 students at a UK university who identity as autistic, and (2) semi-structured interviews with five of their support practitioners. Thematic analysis was then applied to identify causes, effects and possible solutions.

The analysis identified three main strategies, and two sub-strategies, for refining the traditional job interview by reducing or removing the obstacle it presents to autistic people seeking employment. These comprise abandoning the traditional interview, adapting it (divided in to adjusting and augmenting sub-strategies) and accepting it.

Three conclusions were developed from the analysis: first, that while the traditional interview tends to be biased against autistic people, it is not in itself a particularly acute method for selecting job candidates; second, that the application of universal design would be beneficial not only to neurodivergent people, but also to neurotypicals and employers; third, that the fear of disclosure represents a major obstacle to autistic people trusting in schemes intended to assist them.