Building Social Capital in a Multibusiness Firm: Lessons from a Case Study

Cover......Page 1
Building Social Capital
in a Multibusiness Firm......Page 4
ISBN 9783834927071......Page 5
Overview of Contents......Page 6
Table of Contents......Page 8
List of Figures, Tables, Appendices......Page 12
1 Introduction......Page 15
1.1 Research Problem and Research Gaps......Page 17
1.2 Research Focus and Guiding Questions......Page 19
1.3 Purpose and Contribution
......Page 22
1.4 Outline of Dissertation......Page 23
2.1.2 Entrepreneurial Rationale......Page 26
2.1.3 Corporate Strategy......Page 28
Definition of Cross-business Synergies.......Page 29
2.1.4 Strategy Realization1......Page 30
2.1.5 Conclusion......Page 36
2.2.1 Introduction......Page 37
2.2.2 Leadership Development Approaches......Page 38
2.2.3 A Sub domain of Human Resource Management Human Resources Management (HRM).......Page 41
2.2.4 Strategic Alignment of HRM Activities Strategic Human Resources Management Perspective.......Page 44
2.2.5 Conclusion......Page 50
2.3.1 Introduction......Page 51
2.3.2 Guiding Investigation Framework......Page 52
2.3.3 Intended and Experienced Leadership Development Practices Intended Leadership Development Practices.......Page 53
2.3.4 Developmental, Behavioral and Performance Outcomes Developmental Outcome.......Page 65
2.3.5 Conclusion......Page 67
3.2 General Scientific Approach......Page 69
3.3 Research Methodology......Page 70
3.3.1 Inductive Research......Page 71
3.3.2 Case Study Approach......Page 72
3.4.1 Industrial and Organizational Context......Page 73
3.4.2 Unit of Analysis......Page 74
3.4.4 Research Set-up......Page 75
3.4.5 Research Process......Page 78
3.4.6 Data Collection6 Expert Interviews.......Page 80
3.5 Data Analysis......Page 84
3.5.1 Analysis of Quantitative Data (Survey)......Page 85
3.5.2 Analysis of Qualitative Data (Interviews)......Page 87
3.6.1 Validity......Page 88
3.6.2 Reliability......Page 91
3.7 Conclusion......Page 92
4.1 Introduction......Page 94
4.2.2 FinanceCorp Organization Company Profile.......Page 95
4.3 Research Site: SubFinanceCorp......Page 105
4.3.1 Cross-business Collaboration Activities......Page 108
4.3.2 Management Support......Page 116
4.3.3 Leadership Development......Page 119
4.4 Cross-collaborating Middle Managers......Page 124
4.4.1 Sample Characteristics......Page 125
4.4.2 Collaboration Performance......Page 126
4.4.3 Collaboration Activities......Page 127
4.4.4 Social Capital......Page 131
4.4.5 Leadership Development Experiences......Page 134
4.5 Conclusion......Page 137
5.1.1 Introduction......Page 138
5.1.2 Perspectives on Relevant Dimensions of Social Capital......Page 140
5.1.3 Perspectives on Social Capital Development......Page 158
5.1.4 Conclusion......Page 170
5.2.1 Introduction......Page 173
5.2.2 Perspectives on the Overall Contribution......Page 174
5.2.3 Perspectives on Distinct Contributions......Page 181
5.2.4 Conclusion......Page 198
5.3.1 Introduction......Page 200
5.3.2 External Alignment of Leadership Development Practices......Page 201
5.3.3 Internal Alignment of Leadership Development Practices......Page 208
6 Conclusion......Page 218
6.1.1 Contributions to Theory......Page 222
6.1.2 Contributions to Practice......Page 227
6.2.1 Methodological and Empirical Limitations......Page 231
6.2.2 Theoretical Limitations......Page 233
6.3.1 Methodological and Empirical Directions......Page 234
6.3.2 Theoretical Directions......Page 235
6.4 Outlook......Page 238
Appendix 1: Interview Guide Internal Experts (FinanceCorp/SubFinanceCorp)......Page 241
Appendix 2: Interview Guide Cross-business Collaborators (Middle Managers)......Page 246
Appendix 3: Survey Questionnaire Cross-business Collaborators (Middle Managers)......Page 248
Appendix 4: List of Sources (Interviews, Documents, Observations)......Page 259
Appendix 5: Middle Managers’ Cross-business Collaboration Experiences......Page 265
Appendix 6: Quantitative Analyses......Page 266
References......Page 271