Does marketing and sales integration always pay off? evidence from a social capital perspective

Building on social capital theory, the authors view the marketing and sales interface as a set of inter-group ties and investigate how firms (1) generate value from inter-group relationships and (2) develop the social capital embedded in these relationships. Their findings suggest that social capital enhances, but can also limit, a firm’s performance depending on the characteristics of its customers. Their results also demonstrate that managing the marketing and sales interface at different levels of customer concentration is critical to the success of a firm’s performance.Marketing organization; sales organization; interface; social capital theory.

Generation of human and structural capital: lessons from knowledge management

Interorganizational and social relationships can be seen as part of the intellectual capital of a firm. Existing frameworks of intellectual capital, however, fail to address how relationships should be managed to generate more intellectual capital. Drawing on the interaction approach and the fields of intellectual capital and knowledge management, this paper develops a framework for managing relationships. The framework is illustrated with a case study. It is also noted that firms can improve relationship management and thus generate more intellectual capital

Gender, mentoring and social capital in the National Health Service (NHS) in Scotland, UK

This chapter investigates the role of gender, mentoring and social capital and contributes to literature about the career development of women in senior management roles in the National Health Service of the UK. It draws on a doctoral study of senior-level managers in a Scottish NHS Board. The data collected are: (i) documentary; (ii) quantitative; and (iii) qualitative. The quantitative data are collected through questionnaires, while the source of qualitative data is in-depth semi-structured interviews. The doctoral study is embedded within an interpretivist and feminist paradigm. Although access to mentoring and social capital was seen as likely to enhance the career progression of females to senior managerial roles, gendered work and family expectations, gendered organisational culture, and normative performances of gendered senior management were identified as obstacles in taking advantages of mentoring and social capital. To the best of our knowledge, this is the only piece of work that explicitly investigates the role of mentoring and social capital in managing gender diversity at the senior managerial positions of the NHS

Performance assessment of Russian homeowners associations : The importance of being social

Performance of Russian homeowners associations – non-profits established to manage common property in residential housing – is assessed using the stochastic frontier technique, which is a powerful tool of productivity analysis. Performance variations are explained by physical and social factors, prominent among them is the availability of social capital among tenants, required to resolve collective action problems and ensure accountability of managing bodies and outside contractors. Lack of civic capacity could be an obstacle to implementing community-governance solutions in residential housing, making homeowners associations dysfunctional or prone to capture by vested interests.homeowners associations; non-profit organizations; common property; stochastic frontier; social capital

An Architectural Approach to Managing Knowledge Stocks and Flows: Implications for Reinventing the HR Function

Sustainable competitive advantage is increasingly dependent upon a firm’s ability to manage both its knowledge stocks and flows. We examine how different employees’ knowledge stocks are managed within a firm and how—through their recombination and renewal—those stocks can create sustainable competitive advantage. To do this, we first establish an architectural framework for managing human resources and review how the framework provides a foundation for studying alternative employment arrangements used by firms in allocating knowledge stocks. Next, we extend the architecture by examining how knowledge stocks (human capital) can be both recombined and renewed through cooperative and entrepreneurial archetypes. We then position two HR configurations to focus on facilitating these two archetypes. By identifying and managing different forms of social capital across employee groups within the architecture, HR practices can facilitate the flow of knowledge within the firm, which ultimately leads to sustainable competitive advantage

Managing relational capital for the sustainability of the energy sector in the social media

Various management models have been proposed for intangible business assets in this new digital era. However, these models do not consider the relationships between intangible assets in business management, or their effect. This work has two main objectives: first, to show the effect of intangi-ble assets as expressed in digital media related to energy brands; second, to demonstrate the rela-tionships between the emotions, experiences and attitudes of the audiences. To do so, a novel model of intangibles is proposed and applied to the energy sector using IBEX 35 data. In this sce-nario, we determine that users' experiences extracted from digital environments have significant relationships with one of the most important intangibles in the energy business, namely emotion.Vários modelos de gestão foram propostos para ativos de negócios intangíveis nesta nova era digital. No entanto, esses modelos não consideram as relações entre ativos intangíveis na gestão ou os seus efeitos. Este estudo tem dois objetivos principais: primeiro, mostrar o efeito dos ativos intangíveis expressos nos meios digitais relacionados com as marcas associadas ao setor económico da energia; segundo, demonstrar as relações entre as emoções, experiências e atitudes do público. Para esse efeito, é proposto um novo modelo de gestão de intangíveis aplicado ao setor de energia utilizando dados do IBEX 35. Nesse cenário, concluímos que as experiências dos utilizadores extraídas de ambientes digitais têm relacionamentos significativos com um dos intangíveis mais importantes no negócio de energia, ou seja, a emoção.info:eu-repo/semantics/publishedVersio

Does Social Capital Matter?

Summaries The role of social capital has come to the fore in recent development analysis in which the level of institutional capacity and consequent level o economic development depends on the amount of social capital available. Economies managing transition have revealed weak institutional capacity: social capital is minimal and distrust predominates. A project in southern Albania illustrates the problem of low social capital. Introducing and transferring techniques of participation in decision?making over local economic development enabled the creation of networks and local organisations, beginning the process of social capital accumulation to strengthen institutional development and enhance economic performance

The Three Capitals of Pricing – Human, Systems and Social Capital

In this paper we explore the possibility, heretofore unexplored in the marketing literature, that firms “invest funds” in their pricing processes. This builds on some of the recent economic work on the costs of price adjustment. To do this we undertook a two-year, cross- disciplinary, ethnographic study on the nature of investments made by senior managers to enhance the effectiveness of the pricing processes within their firms. We discovered at least three distinct types of investments that managers at these firms made to price more effectively, which we term as the three capitals of pricing - human capital, systems capital and social capital. Our evidence suggests that pricing is really about managing both prices and investments in the pricing capital used to set and adjust those prices. The existence of these three forms of pricing capital provides a new perspective on pricing strategy, suggesting that firms compete on prices simultaneously in three different ways within their organizations. First, they compete on whether to invest in pricing capital versus or other areas of capital investment, such as plant, equipment, etc. Second, they decide what form of pricing capital to invest in – human, systems or social. Third, they set and adjust prices constrained by the existing pricing capital they have in place at the time of their pricing actions. We discuss the implications of these three forms of pricing capital and these new perspectives on pricing for the marketing, economics and strategy literature.Cost of Price Adjustment, Menu Cost, Managerial and Customer Costs of Price Adjustment, Pricing Capital, Pricing Production Process (PPP), Price Rigidity, Sticky Prices, Rigid Prices, Microfoundations of the Costs of Price Adjustment, Allocative Efficiency, Price System, Endogenous Price Adjustment Cost, Pricing, Human Capital, Systems Capital, Social Capital, Resource Based View of the Firm, Ethnography

Building and Managing Social Capital in Virtual Communities

We suggest that the development and sustainability of social capital is related to the social context in which individuals, groups or firms operate. Therefore, we argue that there is a direct relationship between how one party conceives to be benefited from being part of another group or network and its implication for the development of social capital. In this paper, we use a social exchange metaphor for understanding the challenges related to the management of social capital in a virtual community. First, we provide an overview of virtual community and discuss the application of Information and Communication Technology (ICT) for supporting this type of community. Second, we address the management challenges for the development process of social capital from a sociological standpoint. Lastly, we suggest the implications of study for the management of social capital in virtual community. The following research questions guide this study—What is/are the key strategic challenges for the management of social capital in virtual community? How do establish an effective knowledge sharing process for supporting the development of social capital in a virtual community? How can the social exchange metaphor help in managing the strategic challenges related to the formation of social capital in a virtual community

Social capital and innovation capital: accountability towards small medium enterprises’ (SMEs) sustainable performance / Amrizah Kamaluddin … [et al.]

SMEs have the potential role to substantially contribute to the current and future economy. In today’s complex business environment, SMEs are facing various challenges in surviving and sustaining their operations.The sudden economic changes and globalization have seen many small enterprises failed in managing their business. In this innovation capital and social capital are two main intangible resources in the organization,which are vital for sustainable performance in any organization. Hence,in discharging their accountability towards the relevant stakeholders, SMEs should deploy their intangible resources. In this regard, the main aim of this study is to investigate the relationship between innovation capital and social capital with SMEs performance. Data were captured via questionnaires, which were distributed to eighty SMEs companies in four states in Malaysia. The results of the study provide evidence that innovation capital and social capital influence the performance of SMEs. In addition, all the dimensions under innovation capital and social capital which are innovation capabilities, innovation culture, structural and relational are significantly positive related with SMEs performance. This reflects that intangible resources in SMEs being capability, culture in working environment, social interaction within organization, network, and the strength of ties among the employee are crucial to influence the efficiency of SMEs organization. Thus, the results of this study offer guidelines and evidences for SMEs in managing their intangible resources in order to be competitive and sustainable in business