Social capital, a theory for operations management: a systematic review of the evidence

• Published in: International journal of production research Vol. 50; no. 24; pp. 7081 - 7099
• Main Authors: Matthews, Rupert L., Marzec, Peter E.
• Format: Journal Article
• Language: English
• Published: Abingdon Taylor & Francis Group 15.12.2012; Taylor & Francis; Taylor & Francis LLC
• Subjects: Applied sciences; Computer science; control theory; systems; Exact sciences and technology; Firm modelling; Industrial design, planning, organization, safety; Mechanical engineering. Machine design; Operational research and scientific management; Operational research. Management science; Operations management; operations management theory; Operations research; Social capital; Software; Software engineering; Studies; Supply chain management; systematic review; Vendor supplier relations; Performance evaluation; social capital; Software development; New product; operations management theory; Project management; Social network; Intangible capital; systematic review; Conceptual analysis; Engineering design; Production management; Social psychology; Supplier customer relationship; Organizational models; Social interaction; Entrepreneurship; Social role; Product development; Firm management; Human resource management; Quality management; Logistics
• ISSN: 0020-7543; 1366-588X
• DOI: 10.1080/00207543.2011.617395

As Pfeffer ( 1993 ) states that until agreement is reached on a subject, progress may be slow. This paper converges the discussions on social capital in the operations management literature by way of a systematic literature review of 3- and 4-star journals. Human resource management, voluntary work and entrepreneurship were identified as minor themes within the review and thus potentially underexplored areas. Quality management, project management and new product development show significant use of social capital and particularly the role of social capital in the intrafirm environment. Finally, supply chain management shows the most significant use of social capital, particularly in explaining the characteristics of buyer-supplier relationships and how these impact inter-firm performance. Areas of future research are presented that draw on all forms of social capital to explore how they may be affect by contextual factors. The paper concludes by proposing a conceptual model of social capital for use within operations management.