Entrepreneurship, Social Capital, and Performance in Transition Economy Organizations
The concept of social capital since its introduction in late 1980s arouses an enthusiastic interest of researchers and scholars. Despite the intense debate over the role of social capital, and continued interest in entrepreneurship as an outcome of strong social capital, little empirical evidence however exists about mutual relations among entrepreneurship and enterprise's social capital, while there is a relatively strong conceptual support. The goal of this paper is to fill this empirical gap by first describing the characteristics of organization's social capital and linking it further with organizational entrepreneurship, understood as an opportunity-based mode of management. This paper contributes to several streams of research. First, it analyses identified seven components of social capital, some of which were previously not revealed in the literature. The results presented here suggest, that the findings on social capital elements need to be complemented. Second, it adds to the social network, social capital, and entrepreneurship literatures by demonstrating a relationship between entrepreneurial way of management and the level of organization's social capital. (fragment of text)
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