Adapting human and social capital to impact performance: Some empirical findings from the U.S. Personal banking sector

Kira Kristal Reed, Narasimhan Srinivasan, D. Harold Doty

Research output: Contribution to journalArticle

15 Scopus citations

Abstract

Building on a dynamic resource-based perspective, this article explores how firms alter their human and social capital in a changing environment. Using a business-level of analysis, a sample of 135 personal banking units is examined to assess the impact of these changes (or lack thereof) on the units' performance. Our results indicate that changing only human or social capital while ignoring the other yields mixed performance results. However, simultaneously improving both human and social (internal and external dimensions) has a synergistic effect on performance. Based on our findings, we propose that the interdependencies between human capital and social capital be further explored in social capital research.

Original languageEnglish (US)
Pages (from-to)36-57
Number of pages22
JournalJournal of Managerial Issues
Volume21
Issue number1
StatePublished - Mar 1 2009

ASJC Scopus subject areas

  • Management Information Systems

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