The concept of social capital is defined as a third process (along with individual incentives and authority relationships) for assuring transaction cost efficiency. Social capital is especially relevant to international transactions because cultural differences, large distances, and limited international institutional scope lessen the effectiveness of incentives and authority relationships while social capital can be built within the context of specific international transactions. Methods for building social capital in international settings are explored. A research agenda is articulated as well as a list of managerial implications for using social capital in an international context.
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Paper provided by Michigan State University, Department of Agricultural, Food, and Resource Economics in its series Staff Papers with number
11490.
References listed on IDEAS Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
Robison, Lindon J & Schmid, A Allan & Siles, Marcelo E, 2002.
"Is Social Capital Really Capital?,"
Review of Social Economy,
Taylor and Francis Journals, vol. 60(1), pages 1-21, March.
[Downloadable!] (restricted)
Other versions:
Robison, Lindon J. & Schmid, A. Allan & Siles, Marcelo E., 1999.
"Is Social Capital Really Capital?,"
Staff Papers
11649, Michigan State University, Department of Agricultural, Food, and Resource Economics.
[Downloadable!]
Robison, Lindon J. & Siles, Marcelo E., 1998.
"Social Capital And Organizations,"
Staff Papers
11537, Michigan State University, Department of Agricultural, Food, and Resource Economics.
[Downloadable!]
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