University of Limerick Institutional Repository

The role of social capital and culture on social decision-making constraints: a multilevel investigation

DSpace Repository

Show simple item record

dc.contributor.author Wang, Zhan
dc.contributor.author McNally, Regina
dc.contributor.author Lenihan, Helena
dc.date.accessioned 2019-05-15T08:45:05Z
dc.date.issued 2019
dc.identifier.issn 0263-2373
dc.identifier.uri http://hdl.handle.net/10344/7835
dc.description peer-reviewed en_US
dc.description.abstract Social capital is a powerful theory explaining how organisations and their members access resources through relationships. Yet, it is important to examine potential negative consequences, as significant investments are required to build social capital, and indiscriminate promotion of social capital may lead to wasted resources. The research herein responds to this call by examining a specific negative consequence in cohesive, internally focused groups associated with the bonding perspective of social capital. To investigate the adverse impact of conformity, we employ the construct of social decision-making constraints (SDMC), which refers to perceptions of the extent to which social relationships can control decision-making in an organisational context. Using multilevel structural equation modelling (MSEM) of nested data from Chinese firms, we test the impact of social capital (norm of reciprocity and trust) and culture (power distance and high–low context) on SDMC, and find that reciprocity norms and power distance increase and trust decreases SDMC at both the individual and firm levels, whereas the high–low context operates only at the individual level to increase SDMC. Compared to previous studies, the current findings offer a more comprehensive understanding of the multilevel impacts of social capital, thus providing evidence that different facets of social capital and culture exert both positive and negative effects on SDMC. en_US
dc.language.iso eng en_US
dc.publisher Elsevier en_US
dc.relation.ispartofseries European Management Journal;37 (2), pp. 222-232
dc.relation.uri http://dx.doi.org/10.1016/j.emj.2018.04.004
dc.rights This is the author’s version of a work that was accepted for publication in Journal of European Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in European Journal of Management, 2019, 37 (2), pp. 222-232, http://dx.doi.org/10.1016/j.emj.2018.04.004 en_US
dc.subject China en_US
dc.subject culture en_US
dc.subject multi-level en_US
dc.subject social capital en_US
dc.subject social decision-making constraints en_US
dc.title The role of social capital and culture on social decision-making constraints: a multilevel investigation en_US
dc.type info:eu-repo/semantics/article en_US
dc.type.supercollection all_ul_research en_US
dc.type.supercollection ul_published_reviewed en_US
dc.date.updated 2019-05-15T08:37:11Z
dc.identifier.doi 10.1016/j.emj.2018.04.004
dc.identifier.doi 10.1016/j.emj.2018.04.004
dc.date.embargoEndDate 2020-05-08
dc.embargo.terms 2020-05-08 en_US
dc.rights.accessrights info:eu-repo/semantics/openAccess en_US
dc.internal.rssid 2902084
dc.internal.copyrightchecked Yes
dc.identifier.journaltitle European Management Journal
dc.description.status peer-reviewed


Files in this item

This item appears in the following Collection(s)

Show simple item record

Search ULIR


Browse

My Account

Statistics