While most literature promotes a positive impact of social capital on various organizational performance outcomes, empirical results on the social capital—organizational performance link are not conclusive. We propose that one reason for the discordant findings is that research has largely not accounted for the mediating process steps that translate social capital into organizational performance outcomes. We suggest that organizational performance outcomes of organization members’ social capital hinge on the mediating processes of resource mobilization, assimilation, and use. An empirical study of 218 projects in the German engineering industry supports our theoretical model. Findings show that knowledge transfer (conceptualized as the mobilization, assimilation, and use of knowledge resources) mediates between organization members’ intra-organizational social capital and organizational performance outcomes of growth and innovation performance. The present study thus contributes to a deeper understanding of the value of intra-organizational social capital.
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