The DOI matches its Crossref record; 8 of the 8 references it cites were found in a registry or an index.
Dynamic capabilities, social capital, and rent appropriation: ties that split pies
Abstract
Who reaps the fruits of a dynamic capability? We argue that while social capital is essential for the acquisition, integration, and release of resources at the core of a dynamic capability, actors can also use social capital for personal gain. Thus, social capital may be a key to understanding both rent generation and rent appropriation. Even when causal ambiguity obscures individual contributions, they may use their social capital to establish credible claims on the rent. Specifically, employees who occupy structural holes, span organizational boundaries, or who are highly central may be most able to appropriate rent because their social capital grants credibility to their claims. Rent that is appropriated in this way may be unobservable in performance measures that fail to distinguish normal compensation from rent. We contribute by identifying the specific role of social capital in a dynamic capability and linking social capital to rent appropriation patterns. Copyright © 2003 John Wiley & Sons, Ltd.
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Cites
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Portes, A. (1998) · Annual Review of Sociology · doi:10.1146/annurev.soc.24.1.1 · Cited by 12,037 · cited 2×
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Burt, R. S. (1992) · doi:10.4159/9780674029095 · Cited by 9,093
Social Capital, Intellectual Capital, and the Organizational Advantage
Nahapiet, J., & Ghoshal, S. (1998) · The Academy of Management Review · doi:10.2307/259373 · Cited by 7,111
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Hansen, M. T. (1999) · Administrative Science Quarterly · doi:10.2307/2667032 · Cited by 5,809 · cited 1×
“Again, weak ties foster information transfer without rigid structures that become ossified over time (Ahuja, 2000; Hansen, 1999 ).”
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Is the Resource-Based "View" a Useful Perspective for Strategic Management Research? Yes
Barney, J. B. (2001) · The Academy of Management Review · doi:10.2307/259393 · Cited by 2,734
The Dark Side of Social Capital
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Cited by
Entrepreneurship and dynamic capabilities: a review, model and research agenda
Zahra, S. A., Sapienza, H. J., & Davidsson, P. (2006) · Journal of Management Studies · doi:10.1111/j.1467-6486.2006.00616.x · Cited by 3,152
“Table I shows that several authors have discussed specific qualities of dynamic capabilities (Zollo and Winter, 2002), the internal and external antecedents of their formation processes (Blyler and Coff, 2003; Korr and Mahoney, 2005; Verona and Ravasi, 2003; Wheeler 2002; Zollo and Winter, 2002) and the various manage…”
BackgroundDynamic Capabilities: A Review of Past Research and an Agenda for the Future
Barreto, I. (2010) · Journal of Management · doi:10.1177/0149206309350776 · Cited by 1,948
Dynamic Managerial Capabilities: Review and Assessment of Managerial Impact on Strategic Change
Helfat, C. E., & Martin, J. A. (2015) · Journal of Management · doi:10.1177/0149206314561301 · Cited by 1,045
Sharma, R., Mithas, S., & Kankanhalli, A. (2014) · European Journal of Information Systems · doi:10.1057/ejis.2014.17 · Cited by 516
University of Sydney, Tan, B., Pan, S., University of New South Wales, Lu, X., Fudan University, Huang, L., & Fudan University (2015) · Journal of the Association for Information Systems · doi:10.17705/1jais.00393 · Cited by 323
Metadata
- Authors
- Blyler, M., & Coff, R. W.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 2003-05-22
- Volume
- 24
- Issue
- 7
- Pages
- 677-686
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W3123258836
- Cited by
- 616
- References
- 8
- FWCI
- 39.79
- Type
- journal article
- Language
- en
- Open access
- closed
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