A growing number of sociologists, political scientists, economists, and organizational theorists have invoked the concept of social capital in the search for answers to a broadening range of questions being confronted in their own fields. Seeking to clarify the concept and help assess its utility for organizational theory, we synthesize the theoretical research undertaken in these various disciplines and develop a common conceptual framework that identifies the sources, benefits, risks, and contingencies of social capital.

https://www.jstor.org/stable/pdfplus/4134367.pdf

Social Capital: Prospects for a New Concept

Introduction 1. Woman's Place in Man's Life Cycle 2. Images of Relationship 3. Concepts of Self and Morality 4. Crisis and Transition 5. Women's Rights and Women's Judgment 6. Visions of Maturity References Index of Study Participants General Index

In a Different Voice. Psychological Theory and Women’s Development. Cambridge, MA (Harvard University Press) 1982.

The Social Psychology of Organizations.

http://ivl.cns.iu.edu/km/pres/2009-zoss-links/2009-zoss-links-research-design/references/borgattifoster.pdf

The Network Paradigm in Organizational Research: A Review and Typology

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Initial sociological interest in network forms of organization was motivated in part by a critique of economic views of organization. Sociologists sought to highlight the prevalence and functionality of organizational forms that could not be classified as markets or hierarchies. As a result of this work, we now know that network forms of organization foster learning, represent a mechanism for the attainment of status or legitimacy, provide a variety of economic benefits, facilitate the management of resource dependencies, and provide considerable autonomy for employees. However, as sociologists move away from critiquing what are now somewhat outdated economic views, they need to balance the exclusive focus on prevalence and functionality with attention to constraint and dysfunctionality. The authors review work that has laid a foundation for this broader focus and suggest analytical concerns that should guide this literature as it moves forward.

Network Forms of Organization

Initial sociological interest in network forms was motivated in part by a critique of economic views of organization. Sociologists sought to highlight the prevalence and functionality of organizational forms that could not be classified as markets or hierarchies. As a result of this work, we now know that network forms of organization foster learning, represent a mechanism for the attainment of status or legitimacy, provide a variety of economic benefits, facilitate the management of resource dependencies, and provide considerable autonomy for employees. However, as sociologists move away from critiquing what are now somewhat outdated economic views, they need to balance the exclusive focus on prevalence and functionality with attention to constraint and dysfunctionality. The authors review work that has laid a foundation for this broader focus and suggest analytical concerns that should guide this literature as it moves forward.

In this study, we examine the effects of illegal/unethical acts on interfirm networks. We hypothesize that the quality of network partners will decline and overall network structure will change after a firm commits an unethical act. More specifically, we posit that the decline in partner quality is primarily driven by higher quality firms leaving the network, and the focal firm being forced to replace them with lower quality ones. We also propose that partner prominence and network cohesion will be affected after these acts, and that the change in partner quality and network structure will be greater for those acts perceived as more illegitimate. We test these hypotheses using a sample of 200 large firms in the United States and data on unethical acts by these firms. Our results show that the quality of a firm's network partners declines after the firm's commission of an unethical act, and that the deterioration in partner quality tends to be greater for acts of greater illegitimacy. Our results also show declines in network prominence and cohesion for firms involved in these activities. We discuss the implications of our results for the literatures on interfirm networks and unethical corporate activities.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID743509_code327963.pdf?abstractid=743509&mirid=1

Organizations Non-Gratae? The Impact of Unethical Corporate Behavior on Interorganizational Networks

In this study, we examine the effects of illegal/unethical acts on interfirm networks. We hypothesize that the quality of network partners will decline and overall network structure will change after a firm commits an unethical act. More specifically, we posit that the decline in partner quality is primarily driven by higher quality firms leaving the network, and the focal firm being forced to replace them with lower quality ones. We also propose that partner prominence and network cohesion will be affected after these acts, and that the changes in partner quality and network structure will be greater for those acts perceived as more illegitimate. We test these hypotheses using a sample of 200 large firms in the United States and data on unethical acts by these firms. Our results show that the quality of a firm's network partners declines after the firm's commission of an unethical act, and that the deterioration in partner quality tends to be greater for acts of greater illegitimacy. Our results also show declines in network prominence and cohesion for firms involved in these activities. We discuss the implications of our results for the literatures on interfirm networks and unethical corporate activities.

Organizations Non Gratae? The Impact of Unethical Corporate Acts on Interorganizational Networks

This study explores the ability of career satisfaction to mediate the relationship between corporate ethical values and altruism. Using a sample of individuals employed in a four-campus, regional health science center, it was determined that individual career satisfaction fully mediated the positive relationship between perceptions of corporate ethical values and self-reported altruism. The findings imply that companies dedicating attention to positive corporate ethical values can enhance employee attitudes and altruistic behaviors, especially when individuals experience a high degree of career satisfaction.

Karen Page

Papers

Network Forms of Organization

Network Forms of Organization

Organizations Non-Gratae? The Impact of Unethical Corporate Behavior on Interorganizational Networks

Organizations Non Gratae? The Impact of Unethical Corporate Acts on Interorganizational Networks

Corporate Ethical Values and Altruism: The Mediating Role of Career Satisfaction.