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Business School - Research Office
Oxford Brookes Business School
GIP - CLC.G.14
This study suggests that it is critical for executives to develop transnational social capital (TSC), or professional relationships and ties that span national borders. We first provide a conceptual framework and careful operationalization of TSC that differentiates between bonding and bridging forms of social capital. We then examine the effect of three key determinants—opportunity, investment, and ability—on the TSC of executives. Using detailed survey data on 227 executives, our analysis suggests that international experience, investment in communicating with cross-border ties, and cosmopolitan ability have direct effects on overall TSC. We further demonstrate that international experience and cosmopolitan ability affect both bridging and bonding, but that investment in cross-border communication only affects bridging social capital. The study proposes that social capital is becoming more and more transnational as connections, interactions, and transactions increasingly span national borders, which has implications for international business and human resource management (HRM). Given our findings, it would make sense for global organizations to pay more attention to these, if they would like their members to develop this resource. We point out benefits to organizations and individuals.
In response to the increasing discourse on academic careers and knowledge creation, we develop and test a model predicting research performance in the field of management outside the Anglo-Saxon countries. Based on comprehensive data of French academics, we examine various factors – career-related and demographic factors like gender – that play a role in determining academic research performance in an increasingly global academia. The role of the English language is positively related to citations but not to the volume of papers or their global/national recognition. Higher institutional reputations were positively associated to number of papers, citations, and national recognition. Strikingly, there was no relationship with global recognition, suggesting that the reputation of institutions plays a role, but only insofar as the national context and without spillover into the global academic scene. Finally, men were over-performing in both publications’ quality and quantity. Career experience had a positive effect, although this reduced gradually over time. Our findings can help individuals’ career decision-making and institutional investment in human-capital. We offer an original contribution to facilitate the understanding of factors that may influence research performance outside the Anglo-Saxon academia by opening of the black box of knowledge development, exposing the role of academic publications and recognition.