- 2015-03-09 (x)
- Sellers, R. Drew (x)
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Show moreThis paper links social capital dynamics and value with organization destruction. It produces the finding that organizational destruction may in some cases increase the value of social capital. A key theoretical contribution of this study is extending the metaphor of social capital to encompass asset recoverability. Based upon cases studies of 15 individuals who lived through the destruction of Arthur Andersen, this paper examines the persistence and value of an individual’s social capital when an organization destructs. It explores the question, “Is the value of an individual’s investment in organization-specific social capital a recoverable asset post-destruction?” Interviews with Andersen alumni were used to understand the lived world of individuals who have experienced organization destruction. The destruction produced two different outcomes: individuals who moved as part of their group to a competing public accounting firm and individuals who were dispersed into industry, entrepreneurial ventures, etc. The three dimensions of social capital proposed by Nahapiet and Ghoshal (1998) structure, relationship and cognition were employed to organize the analysis. Findings suggest that three states of social capital post-destruction were possible: active, destroyed and dormant. Multiplex expressive ties were likely to persist. Social capital structure and cognition appear to have contingent effects depending upon the new setting. Closure and strong trust relations with leaders were important aspects of social capital for those individuals who moved with an intact subsegment of the office. Dispersed individuals perceived an increase in the value of their social capital.
Doctorate of Management Programs
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Show moreThe workplace is ripe for establishing and growing professionally useful social networks. Social networks evolve as organizations change and individuals come and go. But, what happens when an organization destructs? Does the collapse of the organization which gave rise to the formation of these relationships claim the social networks as collateral damage? Or, do portions of social networks persist, expand to incorporate new members, and influence post collapse outcomes? This paper provides a set of concepts for understanding the recoverability of an individual’s social capital and social network assets when an organization destructs. It seeks to determine effective practices individuals employ to recover at least a portion of their investment in social capital. The persistence and use of this social capital is considered. Appropriation of that social capital by other organizations is also examined. Drawing upon existing knowledge, a framework is proposed which begins with the individual’s social capital and social network pre-destruction. Relevant attributes at this stage include: social network structure, strength of ties and function of the social capital. Post-destruction the framework includes the perceived value of the social capital and the practices employed by individuals to recover and use their social capital. Finally a follow-on research agenda is proposed. The destruction of Arthur Andersen is the setting for this work. Phenomenological interviews with Andersen alumni will be conducted to understand the lived world of individuals who have experienced organization destruction. The data will be used to develop a grounded theory of social network destruction and social capital asset recoverability.
Doctorate of Management Programs
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Show moreThis study examines social capital persistence following organizational disbanding. It utilizes data collected from a cohort of Arthur Andersen professionals employed in the same U.S. regional office of the firm prior to the 2001 Enron scandal. As predicted by extant research, results support the influence of bonding and utilization relationships. Interestingly, predicted support for bridging relationships was absent. The study also finds that individuals who were dispersed from their original cohort stood to gain more from their social capital, compared to their counterparts who were rehired by competitors with the same cohort after disbanding.
Doctorate of Management Programs
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