Social Capital for Strategic Management Journal - myassignmenthelp

Questions: 1.How does the individual motivation factors such as reciprocity, organization rewards, and enjoyment affect the employees explicit and tacit knowledge sharing intention? Based on Yong et al. (2012). 2.How does an organization benefit from employees knowledge sharing? Based on Yong et al. (2012). 3.Does the connection between social capital and social networking relationships have an effect on the organization performance? Based on Moses (2007). 4.Which organization performs better? One sharing networking relationship with top managers of other firms, community leaders or government officials? Based on Moses (2007) Answers: 1. Motivation of the employees is vital in the success of any organization. Without a strong individual motivation, it is hardly possible for a person to share knowledge with their colleagues. Whether a tacit or explicit knowledge sharing, motivation has a significant part in enhancing the intent of an individual in sharing of information. Sharing of the knowledge is usually termed as a social exchange by the rational exchange theory. As such, it comes with some benefits either in a non-monetary (enjoyment, reciprocity) or in a monetary form (promotion, bonus). Extrinsically and intrinsically motivated employees are known to share their knowledge widely. However, there have been contradictory information regarding whether the organization rewards and incentives does encourage employees to share their knowledge. With some believing they have a positive effect, others negative and to others no effect at all. It is important to note that a persons altitude has a significant influence on whether they are willing to share the knowledge. 2. Sharing of knowledge amongst employees is very vital in the growth of an organization. Normally, sharing of the knowledge enhances innovation and invention in the organization since the employees are able to share their ideas thereby, come up with new products/services and methodologies that enhance growth and success of the firm. In the current competitive world, innovation is key for a firm to remain in the market. Knowledge sharing as well promotes trust and collegiality amongst the employees. It also helps the top management to understand the contingent nature of the intention of knowledge sharing. By learning this, they can then strengthen the team through rewards and incentives thereby, encouraging them to share knowledge. The organization can as well go a step further of linking the knowledge sharing initiatives to community activities and other corporate social responsibility missions. Such reinforcement creates self-esteem and satisfaction to the employees which in turn i mproves the overall performance of the organization. 3. Managerial actions are usually embedded in the social networks of relationships. Networking normally provides numerous benefits to the involved parties by allowing them to enjoy various available resources. The opportunities, resources, and diverse information provided by social capital, gives an organization a competitive advantage over its rivals. A positive link has been established between the organization performance and the managerial social capital. Through the relationships of networking, the organization is able to obtain access to both financial and strategic resources. They are also exposed to significantly high-quality information regarding technological opportunities, marketing, and products. The valuable information is provided in a very efficient manner, from external contacts, and through available opportunities such as in referrals and reputational endorsements. In addition, they create an opportunity for knowledge acquisition and exploitation. All in all, network ing and social capital helps the management enhance the overall performance of the organization by mitigating any uncertainties. 4. Though various studies differ significantly on which organization networking performs better, social capital developed from managers of other firms, stand out distinctively with great organizational performance and contingency strategic orientation. This is closely followed by the social capital from the government officials. The networking relationship with other top managers helps the organization to obtain information, capabilities, knowledge, and resources hence able to exploit various opportunities as well as mitigate possible threats form the external environment. Networking with government officials as well gives an organization power and control over some beneficial information and resources. Social capital from the community leaders also provides information, resources, and gives a learning opportunity that can help improve performance. The community leaders act as a bridge between the larger community and the organization. Although, due to some obligations such as favor providence, an organization may be faced with limitation of acquiring new opportunities. However, despite some challenges, networking enhances the overall performance of the organization. References Acquaah, M. (2007). Managerial social capital, strategic orientation, and organizational performance in an emerging economy. Strategic management journal, 28(12), 1235-1255. Hau, Y. S., Kim, B., Lee, H., Kim, Y. G. (2013). The effects of individual motivations and social capital on employees tacit and explicit knowledge sharing intentions. International Journal of Information Management, 33(2), 356-366.