Framework
Three roles of social capital
The question it answers
When expanding abroad, how far should a business owner rely on their network: does it help by design, bring chance openings, or hold the firm back?
- Origin
- Chetty and Agndal, 2007; Nahapiet and Ghoshal, 1998; Uzzi, 1997
- Diagram type
- Comparison table
- Level of analysis
- Firm
Diagram
Three roles of social capital
| Criterion | Meaning |
|---|---|
| Efficacy | Mobilise ties to get resources and choose entry mode |
| Serendipity | Unexpected events from ties that trigger a mode change |
| Liability | Over-embeddedness cuts off new information |
Sources
References
Listed A–Z by author surname, Harvard style. A source with a DOI links to https://doi.org/…; one without links to its page or says plainly that it has no DOI.
- Chetty, S. and Agndal, H. (2007) ‘Social capital and its influence on changes in internationalization mode among small and medium-sized enterprises’, Journal of International Marketing, 15(1), pp. 1–29.doi:10.1509/jimk.15.1.001Source page
- Nahapiet, J. and Ghoshal, S. (1998) ‘Social capital, intellectual capital, and the organizational advantage’, Academy of Management Review, 23(2), pp. 242–266.doi:10.2307/259373Source page
- Uzzi, B. (1997) ‘Social structure and competition in interfirm networks: the paradox of embeddedness’, Administrative Science Quarterly, 42(1), pp. 35–67.doi:10.2307/2393808Source page