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This study explores the influence of the Top Management Team (TMT) social capital on business model innovation in business ecosystems.

This study examines the impact of internal and external TMT social capital on enterprises’ business model innovation, explores the relationship between internal and external TMT social capital, and investigates how business ecosystem health moderates the relationship between external TMT social capital and enterprises’ business model innovation. These hypotheses are proposed and tested using a hierarchical regression analysis with data from 168 Chinese firms.

First, both internal and external TMT social capital exert a significantly positive influence on an enterprise’s business model innovation. Second, internal TMT social capital positively contributes to the development of external TMT social capital, affecting business model innovation. Finally, the moderating effect of business ecosystem health on the relationship between external TMT social capital and business model innovation depends on the dimensions. Specifically, the productivity of the business ecosystem negatively moderates this relationship, whereas the niche creation capability of the business ecosystem has a positive moderating effect.

These findings enrich prior research on business model innovation within the business ecosystem, thoroughly exploring the critical role of TMT social capital. This study reveals the diverse impacts of internal and external TMT social capital on business model innovation and the intricate relationship between these elements. Furthermore, it emphasizes that the success of enterprise’s business model innovation within a business ecosystem depends on the alignment and adaptation to dynamic ecosystem conditions. By presenting these insights, this study provides valuable practical implications for enterprises aiming to cultivate social capital within business ecosystem to facilitate business model innovation.

This paper aims to determine whether there is a relationship between intellectual capital and social capital and internal control weaknesses and assess the relationship between the variables of intellectual capital and social capital and internal control weaknesses.

The statistical population consists of 1,309 firm-year observations from 2014 to 2020. The research hypothesis is tested using statistical methods, including multivariate, least-squares and fixed-effects regression.

The results demonstrate a negative and significant relationship between intellectual capital, social capital and internal control weaknesses. The study also finds that increased intellectual and social capital quality improves human resource utilization, control mechanism, creativity and firm performance. The results also show that intellectual capital and social capital enhancement will reduce internal control weaknesses in the upcoming years.

This paper is the pioneer study on the relationship between intellectual capital and social capital and internal control weaknesses in Iran, carried out separately and in exploratory factor analysis. This paper considers intellectual capital components for theoretical factor analysis, including human capital, structural capital and customer capital. Internal control weakness is assessed based on financial, non-financial and information technology (IT) weaknesses.

The purpose of this paper is to examine in greater depth the concept of “board capital”, which the authors consider to be a bundle of three types of capital, and believe to be a clear antecedent of the board’s ability to perform its roles, which have positive consequences for the firm’s performance.

Through 83 firms listed on The Madrid Stock Exchange during the period 2005-2010, the authors test empirically the relationships between different dimensions of board capital and firm performance, and specially how internal social capital moderates the relationships between board human capital and external social capital with firm performance.

The results show that certain characteristics of human capital (average board tenure) and external social capital (directors’ interlocks) are positively related to the firm performance. The empirical findings also indicate that the internal social capital, measured by board density, is positively related to the firm performance and moderates these above relationships, increasing the potential of the resources contributed by the board members and influencing to a large extent on a firm’s performance.

The results of the investigation will help both executives and scholar in two ways. First, they will assist firms when they have to select board members, as they can now understand how the resources that board members bring with them can affect the firm performance. To be more effective, boards need to have members that have experience as firm’s directors, external connections to other boards and many internal ties among them. Second, in this context, internal social capital is especially relevant, so the firms should look for possible ways of encouraging internal ties between directors. In this paper, the authors have opted for study the participation of directors in committees.

The authors propose that these three types of capital (human, external and internal social capital) need to be synergistically combined to create a group of directors with access to a complete set of skills, knowledge and connections, but which can still work as a compact social group when making decisions.

The purpose of this paper is twofold. First, it intends to explore the link between internal social capital, logistics capabilities, supply chain risk management (SCRM) capabilities and supplier performance. Second, the mediating effect of logistics capabilities between internal social capital and SCRM capabilities, and that of SCRM capabilities between logistics capabilities and supplier performance are also examined.

A theoretical model developed from the extant literature was empirically validated through a cross-sectional survey of 122 respondents in 52 public healthcare facilities in Uganda. The data were analysed using partial least square structural equation modeling (PLS-SEM).

The study found that internal social capital and SCRM capabilities are significant predictors of supplier performance. Internal social capital is positively and significantly related to logistics capabilities, and logistics capabilities are positively and significantly related to SCRM capabilities. The authors also found non-significant relationships between internal social capital and SCRM capabilities, and between logistics capabilities and supplier performance. Furthermore, it was revealed that logistics capabilities play a partial mediating role in the relationship between internal social capital and SCRM capabilities, while SCRM capabilities fully mediate between logistics capabilities and supplier performance.

Further to providing empirical evidence of the antecedents of supplier performance in the public healthcare in a developing economy, which has been evidently scant, this study provides initial empirical evidence of the mediating role of logistics capabilities in the relationship between internal social capital and SCRM capabilities and that of SCRM capabilities in the relationship between logistics capabilities and supplier performance. This is important for understanding the mechanism through which supplier performance can be enhanced.

The purpose of this paper is to explore the relationship between top management team (TMT) internal social capital and strategic decision-making speed, and further explore role of TMT behavioral integration in their relationship. It reveals how TMT internal social capital impacts strategic decision-making speed.

On the basis of the social capital theory and upper echelons theory, at first, a model about TMT internal social capital and strategic decision-making speed is proposed by exploratory case study. Then, the data obtained via questionnaire from 67 TMTs by software SPSS 19.0 and AMOS 17.0 are analyzed, and the theoretical hypotheses as mentioned above are verified.

The empirical study found that different dimensions of TMT internal social capital have significant positive impact on TMT behavioral integrity; TMT behavioral integrity has significant positive impact on strategic decision-making speed; and TMT behavioral integrity as an intermediary variable played a brokering role in the relationship between TMT internal social capital and strategic decision-making speed.

The study enriches the empirical test on the relationship between TMT internal social capital and decision speed, thereby helping the authors further understand how to improve the speed of strategic decision making in TMT.

The purpose of this paper is to investigate how internal social capital – as a part of the familiness resources– affects family firm performance. The social capital theory states that internal social capital within family businesses is composed of three dimensions: the structural dimension, the relational dimension, and the cognitive dimension. The aim of the paper is to study the relationship between each dimension of internal social capital and family firm performance.

The paper employs an empirical investigation which is based on a sample of 114 Tunisian family firms.

Results demonstrate that the structural and relational dimensions are positively associated with financial and non-financial family firm’s performance. However, the cognitive dimension has a significant positive effect on financial performance but not on non-financial family firm performance.

The proposed model aims to test the direct effect of internal social capital dimensions on financial and non-financial family firm’s performance. Besides, there is a lack of empirical evidence aiming at understanding the impact of structural, cognitive and relational social capital on the performance of family firms.

This study investigated the effects of social capital on frontline bank employee's adaptive selling behavior via the psychological process. Frontline bank employees' positive social relationships enhance their perception of the work environment and encourage work engagement. With the multiple mediation model, both internal and external social capital have direct and indirect influence on the frontline bank employee's adaptive selling behavior.

Data for this study were collected from a cross-sectional sample of retail banking industry in Korea. Specifically, using two-step procedures, employees of financial service or insurance sales department in banks were selected and online survey questionnaires were distributed to them. Data from 330 employees were collected and analyzed.

The results of this study showed how social capital affects frontline bank employees' person–job fit as a cognitive psychological process, leading to work engagement as an emotional psychological process and, in turn, more adaptive selling behavior. Using multiple mediation analysis, the results showed that work engagement on its own exerts a mediating effect on social capital, whereas a person–job fit does not.

This study applied both aspects of the social capital concept by dividing it into internal and external social capital, and exploring each separately. This study examined the influence on psychological processes and behavioral response by distinguishing between the two forms of social capital. Second, this study expands the previous studies by introducing social capital as an antecedent factor of frontline bank employees' adaptive selling behavior. Finally, this study explains how frontline bank employees' relational resources (i.e. social capital) influence their emotional aspect (i.e. work engagement) and cognitive aspect (i.e. person–job fit), which ultimately influence performance-driven behavior (i.e. adaptive selling behavior).

This research showed the importance of hiring frontline bank employees with excellent social capital capabilities. Furthermore, this study underscored the fact that organizations require preparing and providing practical management methods that can improve the social capital of their current frontline employees. Last, organization need to design the job in a way that innately improves frontline employees' social capital. Therefore, these jobs provide many opportunities for frontline bank employees to use their ability to build relationships in their interactions with customers and make practical decisions to achieve job performance.

This study improved our understanding regarding the importance of employees' social capital by revealing the psychological process of how frontline bank employees' social capital affects adaptive selling behavior. Second, this study expands on the literature by introducing internal and external social capital as an antecedent factor affecting the adaptive selling behavior of frontline bank employees. Furthermore, this study advances understanding on the manner in which relational resources of frontline bank employees (i.e. social capital) influence the emotional (i.e. work engagement) as well as the cognitive aspects (i.e. person–job fit), which ultimately influence performance-driven behavior (i.e. adaptive selling behavior).

The purpose of this paper is to examine the influence of team member diversity and internal social capital on project performance within the context of business plan competitions (BPCs).

The paper uses survey data on 95 nascent entrepreneurial teams enrolled in an open‐to‐the‐public BPCs. It assumes that higher levels of functional diversity as well as higher levels of internal social capital enhance the performance of nascent entrepreneurial teams in the crafting of their business plans (BPs).

Under this particular context, where the needs for information processing and decision‐making requirements are so high, teams having higher levels of functional diversity attained better performance. Inversely, teams with higher levels of internal social capital did not show a significant advantage in the development of the BP.

Limitations are associated with the exclusion of external social capital measures and not considering demographic faultlines, which might have some impact on the results. Besides, this paper has the limitation of basing its analysis upon teams within a BP contest. Theoretical implications stress that under contexts maximizing the difference between potential upside gains and downside losses, team diversity is expected to play a larger role for BP effectiveness and success than team members' internal social capital.

Recognizing team prevalence and the impact of social dynamics amongst team members within entrepreneurial settings.

The paper contributes with the impact of social dynamic processes on nascent entrepreneurial teams.

This study analyzes the impact of different types of social capital (structural, relational, cognitive) from different sources (internal and external) generated in electronic social networks on organizational performance.

We test our hypotheses using OLS regression analysis of data obtained from nonprofit organization (NPO) fundraising on a popular online social networking website.

The results provide insights into the multifaceted, complex nature of social capital in electronic environments. We find that electronic social capital does indeed impact organizational outcomes, but that these impacts vary depending on the type of social capital, the type of outcomes, and roles within the social network.

These results clearly indicate the need to further research exploring social capital, in all its forms, within increasingly popular online and electronic social networks. While specifically applicable to NPOs, the findings also provide important insights for a wide variety of organizations.

This paper aims to understand how organizational and interpersonal relationships influence selling centers, and how to form an effective selling center to establish cooperation among the functional departments to satisfy customer needs.

The selling center and social capital literatures are reviewed. A social network perspective is employed to explore the internal and external relationships of corporate selling centers.

Building upon social capital literature and team literature, the authors propose that selling center performance is influenced by its internal and external social capital. Social capital influences selling center performance through facilitating knowledge transfer and absorption within and across the selling center.

The findings help sales managers diagnose the problems of the social networks among their selling center members, to improve their selling center performance in the future.

The paper investigates the relationships among social capital, knowledge transfer and absorption and team performance in the selling center context. By considering both intra‐firm relationships and inter‐firm relationships, this study provides a relatively complete picture of selling center performance and adds knowledge to the field.