Social capital and firm operational performance: The mediating roles of knowledge sharing

Personal or private relationships between leaders of construction firms and government officials are critical to a firm’s market success because they provide access to valuable information that their competitors do not. This study was carried out to investigate the associations between social capita...

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Autor principal:	Minh-Tri Ha
Formato:	article
Lenguaje:	EN
Publicado:	Taylor & Francis Group 2021
Materias:	construction knowledge sharing operational performance smes social capital vietnam Business HF5001-6182 Management. Industrial management HD28-70
Acceso en línea:	https://doaj.org/article/a9b0d5e689214704873f1497964c918b
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id	oai:doaj.org-article:a9b0d5e689214704873f1497964c918b
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spelling	oai:doaj.org-article:a9b0d5e689214704873f1497964c918b2021-12-02T18:04:38ZSocial capital and firm operational performance: The mediating roles of knowledge sharing2331-197510.1080/23311975.2021.1973237https://doaj.org/article/a9b0d5e689214704873f1497964c918b2021-01-01T00:00:00Zhttp://dx.doi.org/10.1080/23311975.2021.1973237https://doaj.org/toc/2331-1975Personal or private relationships between leaders of construction firms and government officials are critical to a firm’s market success because they provide access to valuable information that their competitors do not. This study was carried out to investigate the associations between social capital dimensions, the sharing of knowledge and firm operational performance of small and medium-sized enterprises (SMEs) in the construction sector. Our study utilised a questionnaire-based survey design to gather online data using a convenience sampling method. To test the hypotheses, data obtained from 346 SMEs were analysed using structural equation modelling. Overall, other than the connection between structural social capital and explicit knowledge sharing, all social capital dimensions had a positive impact on both explicit and tacit knowledge sharing. Furthermore, explicit and tacit knowledge sharing positively influenced firm operational performance. Surprisingly, only cognitive social capital dimension was found to affect operational performance directly. Our study offers several practical implications regarding how firms can enhance improved operational performance in relation to advocating social capital dimensions and the sharing of knowledge.Minh-Tri HaTaylor & Francis Grouparticleconstructionknowledge sharingoperational performancesmessocial capitalvietnamBusinessHF5001-6182Management. Industrial managementHD28-70ENCogent Business & Management, Vol 8, Iss 1 (2021)
institution	DOAJ
collection	DOAJ
language	EN
topic	construction knowledge sharing operational performance smes social capital vietnam Business HF5001-6182 Management. Industrial management HD28-70
spellingShingle	construction knowledge sharing operational performance smes social capital vietnam Business HF5001-6182 Management. Industrial management HD28-70 Minh-Tri Ha Social capital and firm operational performance: The mediating roles of knowledge sharing
description	Personal or private relationships between leaders of construction firms and government officials are critical to a firm’s market success because they provide access to valuable information that their competitors do not. This study was carried out to investigate the associations between social capital dimensions, the sharing of knowledge and firm operational performance of small and medium-sized enterprises (SMEs) in the construction sector. Our study utilised a questionnaire-based survey design to gather online data using a convenience sampling method. To test the hypotheses, data obtained from 346 SMEs were analysed using structural equation modelling. Overall, other than the connection between structural social capital and explicit knowledge sharing, all social capital dimensions had a positive impact on both explicit and tacit knowledge sharing. Furthermore, explicit and tacit knowledge sharing positively influenced firm operational performance. Surprisingly, only cognitive social capital dimension was found to affect operational performance directly. Our study offers several practical implications regarding how firms can enhance improved operational performance in relation to advocating social capital dimensions and the sharing of knowledge.
format	article
author	Minh-Tri Ha
author_facet	Minh-Tri Ha
author_sort	Minh-Tri Ha
title	Social capital and firm operational performance: The mediating roles of knowledge sharing
title_short	Social capital and firm operational performance: The mediating roles of knowledge sharing
title_full	Social capital and firm operational performance: The mediating roles of knowledge sharing
title_fullStr	Social capital and firm operational performance: The mediating roles of knowledge sharing
title_full_unstemmed	Social capital and firm operational performance: The mediating roles of knowledge sharing
title_sort	social capital and firm operational performance: the mediating roles of knowledge sharing
publisher	Taylor & Francis Group
publishDate	2021
url	https://doaj.org/article/a9b0d5e689214704873f1497964c918b
work_keys_str_mv	AT minhtriha socialcapitalandfirmoperationalperformancethemediatingrolesofknowledgesharing
_version_	1718378704094101504

Social capital and firm operational performance: The mediating roles of knowledge sharing

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