The effects of social capital and organizational innovativeness in different institutional contexts

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalpeer-review

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Author(s)

  • Oliver H. M. Yau
  • Leo Y. M. Sin
  • Alan C. B. Tse
  • Raymond P. M. Chow
  • Jenny S. Y. Lee

Detail(s)

Original languageEnglish
Pages (from-to)589-612
Journal / PublicationJournal of International Business Studies
Volume39
Issue number4
Publication statusPublished - 29 Jun 2008

Abstract

This paper examines how social capital and organizational innovativeness influence business performance through their separate, indirect, or interactive effects, and how these effects differ across the institutional contexts of a transition economy and a market economy. In line with institutional theory, our findings show that the effects of social capital are more extensive and probably more malignant in a transition economy than in a market economy. Furthermore, different types of organizational innovativeness, as corporate culture, can be cultivated by different forms of social capital in different institutional contexts. The implications for institutional theory and social capital theory, and the managerial implications, are discussed. © 2008 Academy of International Business. All rights reserved.

Research Area(s)

  • Guanxi, Hong Kong, Institutional theory, Mainland China, Organizational innovativeness, Social capital theory

Citation Format(s)

The effects of social capital and organizational innovativeness in different institutional contexts. / Luk, Chung-Leung; Yau, Oliver H. M.; Sin, Leo Y. M. et al.
In: Journal of International Business Studies, Vol. 39, No. 4, 29.06.2008, p. 589-612.

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalpeer-review