Prabandhan: Indian Journal of Management

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

A Study of the Enablers of Social Capital in an Organization : A Total Interpretative Structural Modelling and MICMAC Approach


Affiliations
1 Assistant Professor, Symbiosis Centre for Management Studies (Affiliated to Symbiosis International (Deemed University)), Pune - 411 014, Maharashtra, India
2 Professor and Dean - Academics and Administration, Symbiosis International (Deemed University), Pune - 412 115, Maharashtra, India
     

   Subscribe/Renew Journal


Purpose : The purpose of this research was to study the enablers of social capital that encouraged knowledge sharing practices among faculty members. We designed a model that showed the relation and linkages between the identified enablers.

Design/Methodology : The enablers of social capital were identified systematically through extant literature review. We validated the identified enablers through expert opinion. Once the enablers were finalized, the research techniques : total interpretative structural modelling (TISM) and MICMAC analysis were used to study the nature of interaction between the enablers.

Findings : The derived model had four levels of interactions. Shared Beliefs and Reciprocity were identified as the most important enablers. Shared Beliefs and Bonded Solidarity mutually impacted each other and had a role in creating a sense of social cohesion. Reciprocity helped to strengthen the organization culture. Organizational Culture and Bonded Solidarity were placed at Level 2. Generalized Trust and Moral Obligation impacted the levels of Employee Engagement, Closed Structure Networks among faculty members, Intrinsic Motives, and Affective Commitment. Based on the MICMAC analysis, Reciprocity, Organizational Culture, and Bonded Solidarity were the linkage variables, Closed Structure Networks, Generalized Trust, Intrinsic Motives, and Affective Commitment were the drivers. Shared Beliefs was a dependent variable and Moral Obligation and Employee Engagement were the autonomous variables.

Originality and Significance of the Study : The paper proposed a framework of the interrelationships of the enablers which had a role in improving social capital. This research would benefit researchers, HR professionals, management involved in the education sector, and faculty members.


Keywords

Social Capital, Enablers, Total Interpretative Structural Modelling, MICMAC Analysis.
User
Subscription Login to verify subscription
Notifications
Font Size

  • Chow, W. S., & Chan, L. S. (2008). Social network, social trust and shared goals in organizational knowledge sharing. Information & Management, 45(7), 458–465. https://doi.org/10.1016/j.im.2008.06.007

  • Colquitt, J. A., Scott, B. A., & LePine, J. A. (2007). Trust, trustworthiness, and trust propensity : A meta-analytic test of their unique relationships with risk taking and job performance. Journal of Applied Psychology, 92(4), 909–927. https://psycnet.apa.org/doi/10.1037/0021-9010.92.4.909

  • Dubey, R., Gunasekaran, A., Wamba, S. F., & Bag, S. (2015). Building theory of green supply chain management using total interpretive structural modeling (TISM). IFAC-PapersOnLine, 48(3), 1688–1694. https://doi.org/10.1016/j.ifacol.2015.06.329

  • Glanville, J. L., & Paxton, P. (2007). How do we learn to trust ? A confirmatory tetrad analysis of the sources of generalized trust. Social Psychology Quarterly, 70(3), 230–242. https://doi.org/10.1177%2F019027250707000303

  • Harington, P. R., & Beddoe, L. (2014). Civic practice : A new professional paradigm for social work. Journal of Social Work, 14(2), 147–164. https://doi.org/10.1177/1468017313477316

  • Henry, A. D., Lubell, M., & McCoy. 2011. Belief systems and social capital as drivers of policy network structure : The case of California regional planning. Journal of Public Administration Research and Theory, 21(3), 419–444. https://doi.org/10.1093/jopart/muq042

  • Hu, L., & Randel, A. E. (2014). Knowledge sharing in teams : Social capital, extrinsic incentives, and team innovation. Group & Organization Management, 39(2), 213–243 . https://doi.org/10.1177%2F1059601114520969

  • Imam, A., Raza, A., Shah, F. T., & Raza, H. (2013). Impact of job satisfaction on facet of organizational commitment (affective, continuance and normative commitment) : A study of banking sector employees of Pakistan. World Applied Sciences Journal, 28(2), 271–277. https://10.5829/idosi.wasj.2013.28.02.12468

  • Islam, M. Z., Jasimuddin, S. M., & Hasan, I. (2015). Organizational culture, structure, technology infrastructure and knowledge sharing : Empirical evidence from MNCs based in Malaysia. Vine, 45(1), 67–88. https://doi.org/10.1108/VINE-05-2014-0037

  • Jasimuddin, S. M., & Zhang, Z. (2014). Knowledge management strategy and organizational culture. Journal of the Operational Research Society, 65(10), 1490–1500. https://doi.org/10.1057/jors.2013.101

  • Kumar, A. A., & Shekhar, V. (2017). Invigorating knowledge sharing in higher education : Indian initiatives. Prabandhan : Indian Journal of Management, 10(9), 7–15. https://doi.org/10.17010/pijom/2017/v10i9/118235

  • Kumari, N., & Singh, D. (2018). Impact of organizational culture on employee performance. Prabandhan: Indian Journal of Management, 11(6), 53–63. https://doi.org/ 10.17010/pijom/2018/v11i6/128442

  • Lee, R. (2009). Social capital and business and management: Setting a research agenda. International Journal of Management Reviews, 11(3), 247–273. https://doi.org/10.1111/j.1468-2370.2008.00244.x

  • Lewis, S. (2015). Qualitative inquiry and research design: Choosing among five approaches. Health Promotion Practice, 16(4), 473–475. https://doi.org/10.1177/1524839915580941

  • Mahdavi Mazdeh, M., & Hesamamiri, R. (2014). Knowledge management reliability and its impact on organizational performance: An empirical study. Program : Electronic Library and Information Systems, 48(2), 102 –126. https://doi.org/10.1108/PROG-01-2013-0001

  • Mäkelä, K., & Suutari, V. (2009). Global careers : A social capital paradox. The International Journal of Human Resource Management, 20(5), 992–1008. https://doi.org/10.1080/09585190902850216

  • Muthuri, J. N., Matten, D., & Moon, J. (2009). Employee volunteering and social capital : Contributions to corporate social responsibility. British Journal of Management, 20(1), 75–89. https://doi.org/10.1111/j.1467 8551.2007.00551.x

  • Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2), 242–266. https://doi.org/10.5465/amr.1998.533225

  • Osunde, C., & Mayowa, A. G. (2013). Effective leadership in times of organizational crises : The interplay of risk perceptions, trust, and diversity. Prabandhan : Indian Journal of Management, 6(12), 18–25. https://doi.org/10.17010/pijom/2013/v6i12/60051

  • Pandey, S. C., & Dutta, A. (2013). Role of knowledge infrastructure capabilities in knowledge management. Journal of Knowledge Management, 17(3), 435–453. https://doi.org/10.1108/JKM-11-2012-0365

  • Phua, J., Jin, S. V., & Kim, J. J. (2017). Uses and gratifications of social networking sites for bridging and bonding social capital : A comparison of Facebook, Twitter, Instagram, and Snapchat. Computers in Human Behavior, 72, 115–122. https://doi.org/10.1016/j.chb.2017.02.041

  • Requena, F. (2003). Social capital, satisfaction and quality of life in the workplace. Social Indicators Research, 61(3), 331–360. https://doi.org/10.1023/A:1021923520951

  • Rotenberry, P. F., & Moberg, P. J. (2007). Assessing the impact of job involvement on performance. Management Research News, 30(3), 203–215. https://doi.org/10.1108/01409170710733278

  • Saks, A. M., & Gruman, J. A. (2014). What do we really know about employee engagement ? Human Resource Development Quarterly, 25(2), 155–182. https://doi.org/10.1002/hrdq.21187

  • Sharma, H., & Yadav, R. (2018). The relationship between organizational justice and work engagement: Trust as a mediator. Prabandhan : Indian Journal of Management, 11(3), 50–61. https://doi.org/10.17010/pijom/2018/v11i3/122078

  • Singh, A., Kazi, R., & Divekar, R. (2019). A conceptual model on fee perception and quality of management education using ISM and fuzzy MICMAC analysis. Prabandhan : Indian Journal of Management, 12(7), 36–48. https://doi.org/10.17010/pijom/2019/v12i7/145584

  • Sundaramurthy, C. (2008). Sustaining trust within family businesses. Family Business Review, 21(1), 89–102. https://doi.org/10.1111%2Fj.1741-6248.2007.00110.x

  • Sushil. (2012). Interpreting the interpretive structural model. Global Journal of Flexible Systems Management, 13(2), 87–106. https://doi.org/0.1007/s40171-012-0008-3

  • Thompson, K. R., Lemmon, G., & Walter, T. J. (2015). Employee engagement and positive psychological capital. Organizational Dynamics, 44(3), 185–195. https://doi.org/10.1016/j.orgdyn.2015.05.004

  • Thye, S., Lawler, E. J., & Yoon, J. (2019). The formation of group ties in open interaction groups. Social Psychology Quarterly, 82(2), 158–181. https://doi.org/10.1177%2F0190272518813562

  • Torche, F., & Valenzuela, E. (2011). Trust and reciprocity : A theoretical distinction of the sources of social capital. European Journal of Social Theory, 14(2), 181–198. https://doi.org/10.1177%2F1368431011403461

  • Welter, F. (2012). All you need is trust ? A critical review of the trust and entrepreneurship literature. International Small Business Journal : Researhing Entrepreneurship, 30(3), 193–212. https://doi.org/10.1177%2F0266242612439588

  • Zhang, X., Liu, S., Chen, X., & Gong, Y. Y. (2017). Social capital, motivations, and knowledge sharing intention in health Q&A communities. Management Decision, 55(7), 1536–1557. https://doi.org/10.1108/MD 10-2016-0739


Abstract Views: 244

PDF Views: 0




  • A Study of the Enablers of Social Capital in an Organization : A Total Interpretative Structural Modelling and MICMAC Approach

Abstract Views: 244  |  PDF Views: 0

Authors

Nehajoan Panackal
Assistant Professor, Symbiosis Centre for Management Studies (Affiliated to Symbiosis International (Deemed University)), Pune - 411 014, Maharashtra, India
Bhama Venkataramani
Professor and Dean - Academics and Administration, Symbiosis International (Deemed University), Pune - 412 115, Maharashtra, India

Abstract


Purpose : The purpose of this research was to study the enablers of social capital that encouraged knowledge sharing practices among faculty members. We designed a model that showed the relation and linkages between the identified enablers.

Design/Methodology : The enablers of social capital were identified systematically through extant literature review. We validated the identified enablers through expert opinion. Once the enablers were finalized, the research techniques : total interpretative structural modelling (TISM) and MICMAC analysis were used to study the nature of interaction between the enablers.

Findings : The derived model had four levels of interactions. Shared Beliefs and Reciprocity were identified as the most important enablers. Shared Beliefs and Bonded Solidarity mutually impacted each other and had a role in creating a sense of social cohesion. Reciprocity helped to strengthen the organization culture. Organizational Culture and Bonded Solidarity were placed at Level 2. Generalized Trust and Moral Obligation impacted the levels of Employee Engagement, Closed Structure Networks among faculty members, Intrinsic Motives, and Affective Commitment. Based on the MICMAC analysis, Reciprocity, Organizational Culture, and Bonded Solidarity were the linkage variables, Closed Structure Networks, Generalized Trust, Intrinsic Motives, and Affective Commitment were the drivers. Shared Beliefs was a dependent variable and Moral Obligation and Employee Engagement were the autonomous variables.

Originality and Significance of the Study : The paper proposed a framework of the interrelationships of the enablers which had a role in improving social capital. This research would benefit researchers, HR professionals, management involved in the education sector, and faculty members.


Keywords


Social Capital, Enablers, Total Interpretative Structural Modelling, MICMAC Analysis.

References





DOI: https://doi.org/10.17010/pijom%2F2021%2Fv14i4%2F158725