Leveraging social capital for strategy formulation

lessons from practice in three institutional contexts

Srinath Rengarajan, Ulf Richter, Roger Moser

Research output: Chapter in Book/Report/Conference proceedingConference abstract

Abstract

It is well established that social capital has many benefits, including access to information and resources, for organizations and individuals. However, the mechanisms through which managers activate their ties to leverage such benefits are still not well understood. In this paper, we study how managers activate their social capital to identify relevant information and build new
frameworks for formulating competitive strategies. A comparative study of managers from Germany, India, and China is expected to provide deeper insights into the specific information gathering activities and kinds of social capital that managers use to formulate their competitive strategies. Further, we make an attempt to provide institutional explanations to the mechanisms
employed by managers in their respective country environments.
Original languageEnglish
Title of host publicationStrategic Management Society Special Conference 2016
Subtitle of host publicationProgram book
PublisherStrategic Management Society
Number of pages1
Publication statusPublished - 12 Dec 2016
Externally publishedYes

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    Rengarajan, S., Richter, U., & Moser, R. (2016). Leveraging social capital for strategy formulation: lessons from practice in three institutional contexts. In Strategic Management Society Special Conference 2016: Program book Strategic Management Society.