Social Capital and Regional Economic Growth

We study a cross-section of 54 European regions in the period 1950-1998.The central question is whether social capital, in the form of generalized trust and associational activity, is related to regional differences in economic growth. Based on extensive robustness tests, we present evidence that Fukuyama's (1995) argument on trust does not hold and that Putnam's (1993) thesis on group membership in Italian regions can be generalized.Our analysis suggests that it is not only the mere existence of network relationships that stimulates regional economic growth, but also the level of actual involvement in these relationships.networks;regional development;social capital;trust

Toward a Unified Europe? Explaining Cultural Differences by Economic Development, Cultural Heritage and Historical Shocks

Economic development is linked with systematic changes in basic values, but cultural change is path dependent.This is known as Inglehart's thesis.In this paper we build on his thesis and try to explain value differences across European regions.This is relevant as it fits in the ongoing discussion of a 'Europe of the regions'.We find confirmation of Inglehart's thesis.New however, is our finding that historical shocks like the collapse of the Soviet Union marking the 'end of history' can influence this path dependent process.Moreover, we illustrate that convergence of values into a 'single European value landscape' takes a very long period, if it would occur anyway.European integration;culture;development;history

Organizational Culture and Network Embeddedness

A question that has been neglected in network research is where differences in network embeddedness come from.The network literature reveals that there are three key characteristics of embedded relationships: trust, open communication, and joint problem solving.On the basis of the sparse empirical studies of factors leading to network embeddedness, we identify organizational culture as a potentially important organizational-level factor.Building on empirical organizational culture studies we select ten dimensions of organizational culture that for theoretical and/or empirical reasons can be linked to network embeddedness, and formulate propositions concerning their effects.corporate culture;networks

Organizational Culture and Relationship Skills

While both the strategic management and the network literature recognize the importance of inter-firm relationships for explaining competitive advantage, the question why firms differ in their ability to benefit from these relationships is rarely addressed.This paper aims to begin to fill this gap in the literature. We argue that organizational culture is an important factor influencing the relationship skills of a firm, defined as a firm s ability to manage its ties with other firms, whether these are customers, suppliers, or service providers. We assume relationship skills to be especially relevant for the formation and maintenance of close and durable transaction ties.We test our model on a dataset of 127 Dutch inter-firm relations and find general support.Specifically, we find that firms with organizational cultures characterized by an orientation towards stability and predictability, a positive orientation towards innovation, and not characterized by a strong focus on immediate results, score high on relationship skills.Relationship skills, in turn, are found to have a positive influence on the outcomes of inter-firm relationships in terms of learning, achieving innovations and gaining new contacts, but not in terms of immediate (financial) results.corporate culture;interorganizational relations;networks;strategic management;stability;alliance;Netherlands