Determinants of transnational social capital: An opportunity-investment-ability perspective

This study suggests that it is critical for executives to develop transnational social capital (TSC), or professional relationships and ties that span national borders. We first provide a conceptual framework and careful operationalization of TSC that differentiates between bonding and bridging forms of social capital. We then examine the effect of three key determinants—opportunity, investment, and ability—on the TSC of executives. Using detailed survey data on 227 executives, our analysis suggests that international experience, investment in communicating with cross-border ties, and cosmopolitan ability have direct effects on overall TSC. We further demonstrate that international experience and cosmopolitan ability affect both bridging and bonding, but that investment in cross-border communication only affects bridging social capital. The study proposes that social capital is becoming more and more transnational as connections, interactions, and transactions increasingly span national borders, which has implications for international business and human resource management (HRM). Given our findings, it would make sense for global organizations to pay more attention to these, if they would like their members to develop this resource. We point out benefits to organizations and individuals

Transnational social capital: A conceptualization and research instrument

In this study, we introduce a conceptual framework for transnational social capital as a higher order multidimensional construct. Consistent with this view, we develop and validate a 11-item scale aimed at measuring bridging and bonding social capital embedded within a cross-border network of professional relations and ties. Data from several exploratory and confirmatory studies of executives and Master of Business Administration students show reliability and construct validity. This research instrument provides researchers with a valuable resource for assessing transnational social capital of individuals and exploring its implications

Cosmopolitanism in a Globalized World: An Interdisciplinary Perspective

In this chapter, we develop a conceptual framework for cosmopolitanism as an individual-level phenomenon situated at the intersection of the moral, political, and sociocultural perspectives. The framework explicates the interrelations between macrolevel dynamics and individual experiences in a globalized world. We conceptualize cosmopolitanism as an individual disposition manifested and enacted through identities, attitudes, and practices. We also highlight the diversity of individuals who can be considered cosmopolitans, including those who may not possess the classic cosmopolitan CV. Finally, the chapter explores the implications of cosmopolitanism for global organizations and global leadership

Ten myths about work addiction

Research into work addiction has steadily grown over the past decade. However, the literature is far from unified and there has been much debate on many different issues. Aim and methods: This paper comprises a narrative review and focuses on 10 myths about work addiction that have permeated the psychological literature and beyond. The 10 myths examined are (a) work addiction is a new behavioral addiction, (b) work addiction is similar to other behavioral addictions, (c) there are only psychosocial consequences of work addiction, (d) work addiction and workaholism are the same thing, (e) work addiction exclusively occurs as a consequence of individual personality factors, (f) work addiction only occurs in adulthood, (g) some types of work addiction are positive, (h) work addiction is a transient behavioral pattern related to situational factors, (i) work addiction is a function of the time spent engaging in work, and (j) work addiction is an example of overpathogizing everyday behavior and it will never be classed as a mental disorder in the DSM. Results: Using the empirical literature to date, it is demonstrated that there is evidence to counter each of the 10 myths. Conclusion: It appears that the field is far from unified and that there are different theoretical constructs underpinning different strands of research

Determinants of transnational social capital: opportunity–investment–ability perspective

This study suggests that it is critical for executives todeveloptransnational social capital(TSC), or professionalrelationships and ties that span national borders. We firstprovide a conceptual framework and careful operationaliza-tion of TSC that differentiates between bonding and bridg-ing forms of social capital. We then examine the effect ofthree key determinants—opportunity, investment and abil-ity—on the TSC of executives. Using detailed survey dataon 227 executives, our analysis suggests that internationalexperience, investment in communicating with cross-borderties and cosmopolitan ability have direct effects on overallTSC. We further demonstrate that international experienceand cosmopolitan ability affect both bridging and bonding,but that investment in cross-border communication onlyaffects bridging social capital. The study proposes thatsocial capital is becoming more and more transnational asconnections, interactions and transactions increasingly spannational borders, which has implications for internationalbusiness and human resource management. Given our find-ings, it would make sense for global organizations to paymore attention to these, if they would like their membersto develop this resource. We point out benefits to organiza-tions and individuals

Safety and Immunogenicity of a Replication-Defective Adenovirus Type 5 HIV Vaccine in Ad5-Seronegative Persons: A Randomized Clinical Trial (HVTN 054)

BACKGROUND: Individuals without prior immunity to a vaccine vector may be more sensitive to reactions following injection, but may also show optimal immune responses to vaccine antigens. To assess safety and maximal tolerated dose of an adenoviral vaccine vector in volunteers without prior immunity, we evaluated a recombinant replication-defective adenovirus type 5 (rAd5) vaccine expressing HIV-1 Gag, Pol, and multiclade Env proteins, VRC-HIVADV014-00-VP, in a randomized, double-blind, dose-escalation, multicenter trial (HVTN study 054) in HIV-1-seronegative participants without detectable neutralizing antibodies (nAb) to the vector. As secondary outcomes, we also assessed T-cell and antibody responses. METHODOLOGY/PRINCIPAL FINDINGS: Volunteers received one dose of vaccine at either 10(10) or 10(11) adenovector particle units, or placebo. T-cell responses were measured against pools of global potential T-cell epitope peptides. HIV-1 binding and neutralizing antibodies were assessed. Systemic reactogenicity was greater at the higher dose, but the vaccine was well tolerated at both doses. Although no HIV infections occurred, commercial diagnostic assays were positive in 87% of vaccinees one year after vaccination. More than 85% of vaccinees developed HIV-1-specific T-cell responses detected by IFN-γ ELISpot and ICS assays at day 28. T-cell responses were: CD8-biased; evenly distributed across the three HIV-1 antigens; not substantially increased at the higher dose; and detected at similar frequencies one year following injection. The vaccine induced binding antibodies against at least one HIV-1 Env antigen in all recipients. CONCLUSIONS/SIGNIFICANCE: This vaccine appeared safe and was highly immunogenic following a single dose in human volunteers without prior nAb against the vector. TRIAL REGISTRATION: ClinicalTrials.gov NCT00119873

Perceived senior leadership opportunities in MNCs: The effect of social hierarchy and capital

Drawing on the structural perspective in organizational theory, this study develops a conceptual framework of the social hierarchy within the multinational corporation (MNC). We suggest that parent country nationals (PCNs), host country nationals (HCNs), and third country nationals (TCNs) occupy distinctively different positions in the social hierarchy, which are anchored in their differential control or access to various forms of capital or strategically valuable organizational resources. We further suggest that these positions affect employees’ perceptions of senior leadership opportunities, defined as the assessment of the extent to which nationality and location influence access to senior leadership opportunities. Using multilevel analysis of survey data from 2039 employees in seven MNCs, the study reveals two significant findings. First, HCNs and TCNs perceive that nationality and location influence access to senior leadership opportunities more than PCNs. Second, three moderating factors – gender, tenure, and education – increase the perception gaps between PCNs on the one hand and HCNs and TCNs on the other, although these results are inconsistent. These findings indicate that the structural position of PCNs, HCNs, and TCNs in the social hierarchy affect sense-making and perceptions of access to senior leadership opportunities