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The mixed effects of organization’s and manager’s social capital: Evidence from the case of museums

Published online by Cambridge University Press:  14 January 2018

Carmen Camarero ,
María José Garrido  and
Carlos Hernández
Carmen Camarero
Affiliation:
Facultad de Ciencias Económicas y Empresariales, University of Valladolid, Avenida Valle Esgueva, Valladolid, Spain
María José Garrido*
Affiliation:
Facultad de Ciencias Económicas y Empresariales, University of Valladolid, Avenida Valle Esgueva, Valladolid, Spain
Carlos Hernández
Affiliation:
Facultad de Ciencias Sociales, University of Valladolid, Jurídicas y de la Comunicación, Plaza de la Universidad, Segovia, Spain
*
Corresponding author: mariajo@eco.uva.es
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Abstract

Museums are organizations that need to maintain relationships with several stakeholders in order to achieve their economic and social objectives. In this context, the current paper explores the effect of an organization’s bonding social capital and a manager’s social capital on the organization’s ability to build external relationships, in other words, bridging social capital. Results from the study indicate that the structure of internal social capital (cohesion and diversity) and the manager’s role as a bridging tie facilitate relations with stakeholders and other museum networks. Moreover, collective social capital (bonding and bridging) has a direct impact on innovative proposals, on the museum’s image and on incomes, all of which entail key management implications.

Keywords

social capitalbridging tiesstructural holesmuseums
Type
Research Article
Information
Journal of Management & Organization , Volume 26 , Issue 4 , July 2020 , pp. 601 - 624
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2018

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