Corporate Social Capital and Liability

1. Front Matter

   Pages i-vi

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2. Introduction

   1. Front Matter

      Pages 1-1

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   2. CSC: The Structure of Advantage and Disadvantage

      • Shaul M. Gabbay, Roger T. A. J. Leenders

      Pages 1-14

3. Conceptual Issues theory, models, and measurement

   1. Front Matter

      Pages 15-15

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   2. Organizational Networks and Corporate Social Capital

      • David Knoke

      Pages 17-42

   3. Social Capital of Organization: Conceptualization, Level of Analysis, and Performance Implications

      • Johannes M. Pennings, Kyungmook Lee

      Pages 43-67

   4. A Relational Resource Perspective on Social Capital

      • Luis Araujo, Geoff Easton

      Pages 68-87

   5. Social Capital by Design: Structures, Strategies, and Institutional Context

      • Wayne E. Baker, David Obstfeld

      Pages 88-105

   6. Corporate Social Capital and Liability: a Conditional Approach to Three Consequences of Corporate Social Structure

      • Ilan Talmud

      Pages 106-117

   7. Dimensions of Corporate Social Capital: Toward Models and Measures

      • Shin-Kap Han, Ronald L. Breiger

      Pages 118-133

   8. Organizational Standing as Corporate Social Capital

      • Patrick Doreian

      Pages 134-146

   9. Customer Service Dyads: Diagnosing Empirical Buyer-Seller Interactions along Gaming Profiles in a Dyadic Parametric Space

      • Dawn Iacobucci

      Pages 148-158

4. Structure at the Individual Level social capital in jobs and careers

   1. Front Matter

      Pages 159-159

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   2. The Sidekick Effect: Mentoring Relationships and the Development of Social Capital

      • Monica Higgins, Nitin Nohria

      Pages 161-179

   3. Social Capital in Internal Staffing Practices

      • Peter V. Marsden, Elizabeth H. Gorman

      Pages 180-196

   4. Getting a Job as a Manager

      • Henk Flap, Ed Boxman

      Pages 197-216

   5. The Changing Value of Social Capital in an Expanding Social System: Lawyers in the Chicago Bar, 1975 and 1995

      • Rebecca L. Sandefur, Edward O. Laumann, John P. Heinz

      Pages 217-233

5. Structure at the Individual Level social capital and management

   1. Front Matter

      Pages 235-235

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   2. Generalized Exchange and Economic Performance: Social Embeddedness of Labor Contracts in a Corporate Law Partnership

      • Emmanuel Lazega

      Pages 237-265

   3. CEO Demographics and Acquisitions: Network Effects of Educational and Functional Background

      • Pamela R. Haunschild, Andrew D. Henderson, Alison Davis-Blake

      Pages 266-283

In studies of inter-organizational relations (lOR's), there is a tendency to look at dyads of flrms, and to consider networks as aggregates of such dyads. But there are several roles for a third party; a go-between. This chapter looks at a go-between not in the sense of a middleman who intermediates in existing production or trade, such as an agent, wholesaler, retailer, and not in the sense of an entrepreneur who intermediates in the realization of new potential in connecting supply and demand. It looks at a go­ between in the sense of a relationship counsellor for the development and maintenance of social capital; providing support in setting up, adapting and ending cooperative relations between others. Or, in yet different terms: to help in the embedding of relati­ ons, in Granovetter's (1985) sense (Uzzi 1997a). Such roles may be performed by middlemen or entrepreneurs, but also by specialized agents who do not playa direct role in linking stages in a chain of production and distribution, as middlemen and entrepreneurs typically do. Indeed, some of the roles require an independence that is served by not having a direct stake in the relations that need to be developed. I propose that the analysis yields a perspective for looking at the roles of trade and industry associations in European business systems, and of banks and trading houses in Japanese enterprise groups (Kigyo Shudan).

• Business
• CEO
• Change
• Institution
• Management
• Mentoring
• Performance
• Prestige
• strategy

• School of Management and Organization, University of Groningen, The Netherlands

  Roger Th. A. J. Leenders

• Davidson Faculty of Industrial Engineering and Management, Technion — Israel Institute of Technology, Israel

  Shaul M. Gabbay

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