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Organisational Social Capital Influencing Factors

In: The Dynamics of Social Capital in Romania’s IT&C Sector

Author

Listed:
  • Diana Ivana

    (Babeș-Bolyai University)

  • Diana Pitic

    (Babeș-Bolyai University)

  • Tudor Irimiaș

    (Babeș-Bolyai University)

  • Daniel Metz

    (1 Decembrie 1918 University of Alba Iulia)

  • Sorin Dan

    (University of Vaasa)

  • Diana Ghenie

    (Babeș-Bolyai University)

Abstract

To continue the framework presented in the previous chapter, this chapter examines the influence of four main factors impacting OSC: interaction, interdependence, stability and closure (Nahapiet & Ghoshal, 1998). Results show that team autonomy is sustained by internal collaboration and client implication, by promoting interdependence between roles. Stability is variably perceived—challenged by organisational changes, communication gaps and turnover, but maintained through dynamic structures and transparent leadership style. Closure emerges as both a structural and emotional process, where sometimes employees express a weak attachment to the company, but a stronger bond to the client. The quality of interaction and common values highlight the identification with the organisation, by underlining the importance of openness and continuity to foster long-term commitment.

Suggested Citation

  • Diana Ivana & Diana Pitic & Tudor Irimiaș & Daniel Metz & Sorin Dan & Diana Ghenie, 2025. "Organisational Social Capital Influencing Factors," Springer Books, in: The Dynamics of Social Capital in Romania’s IT&C Sector, chapter 0, pages 37-58, Springer.
    • Handle: RePEc:spr:sprchp:978-3-032-01874-8_3
    DOI: 10.1007/978-3-032-01874-8_3
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