About Social Capital


People bring to their job more than the human capital they have accumulated through years of education and experience. They also bring social capital, the resources and support they can procure through their network of relationships.

Research demonstrates that social capital affects a number of important outcomes such as individual performance, career progression, and the ability to enlist the cooperation of others to achieve organizational goals. As business becomes more global and traditional authority more diffuse, firms are paying increasing attention to how their executives develop and nurture the social capital of their networks.

This tool helps you to diagnose the social capital of your network and design strategies to develop a network that suits the challenges of your job. It comprises a questionnaire, an individual report with a comparative analysis of your network, and the opportunity to generate customized analyses online to suit your specific needs.

Individuals

  • Document and analyze your network
  • Obtain standard MS Word document report
  • Generate customized and interactive reports on-line
  • Compare your network with executives around the world

Corporate

  • Design and administer survey to map your corporate network
  • Manage your survey and download your data
  • Analytical support from INSEAD (On demand)
  • Professional consulting from INSEAD professors (On demand)


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Demos
Click below to view samples.
Help
Administration Help Guide
For more information or assistance, please contact:
Martin Gargiulo
martin.gargiulo@insead.edu
Tel : + 65 6799 5493
Fax : +65 6799 5499
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References and Related Links

Books and articles for practitioners:
“Achieving Success through Social Capital” W. Baker, W. Jossey-Bass, 2000.
“The Hidden Power of Social Networks. Understanding How Work Really Gets Done in Organizations” R. Cross and A. Parker. Harvard Business School Press, 2004.
“The New Science of Networks.” D. Watts, Six Degrees. Norton, 2003.
“How Leaders Create and Use Networks” H. Ibarra and M. Hunter. Harvard Business Review, January 2007.
“How to build your network” B. Uzzi and S. Dunlap. Harvard Business Review, December 2005.
“ Making invisible work visible: using social network analysis to support strategic collaboration” R. Cross, S. Borgatti, and A. Parker California Management Review, Vol 44, No. 2 (Winter 2002).
Selected academic articles:
“Structural holes and good ideas” R. Burt American Journal of Sociology, 110:349-399 (2005).
“Two-step leverage: Managing constraint in organizational politics” M. Gargiulo Administrative Science Quarterly, 38:1-19 (1993).
“Trapped in your own net” M. Gargiulo, M. Benassi Organization Science, 11:183-196. (2000).
“Economic action and social structure: The problem of embeddedness” M. Granovetter American Journal of Sociology, 91: 481-510 (1985).
“Personal networks of women and minorities in management: A conceptual framework” H. Ibarra Academy of Management Review, 18: 56-87 (1993).
“Resources and relationships: Social networks and mobility in the workplace” J. Podolny and J. Baron American Sociological Review, 62: 673-93 (1997).
“More than network structure: How knowledge heterogeneity influences managerial performance and innovativeness” S. Rodan, C. Galunic Strategic Management Journal, 25: 541-562 (2004).
Related links:
INSNA, the International Network for Social Network Analysis is a site for academics and practitioners using social network analysis.
INSEAD Executive education
INSEAD Knowledge
 

Some of our present and past corporate clients

INSEAD (France/Singapore)
- MBA and EMBA Programs
- Executive Education Programs
IMD (Laussane, Switzerland)
Rotman School of Management, University of Toronto
Telus (Canada)
ExxonMobil (US)
Temasek (Singapore)
IBM (US)
Air France-KLM (France/The Netherlands)