Boundaryless careers, social capital, and knowledge management: Implications for organizational performance

Mila Borislavova Lazarova · Sully Taylor

148 citations0/0 files storedJournal of Organizational Behavior

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Innovation and Knowledge Management Human Resource and Talent Management Knowledge Management and Sharing

Abstract

Abstract The purpose of this paper is to critically assess the utilization of boundaryless careers in organizations through the lens of how they impact the formation and deployment of organizational social capital. We build a model of the positive and negative effects of boundaryless careers on social capital formation by proposing a more nuanced picture of boundaryless careers. We divide boundaryless careers into four types: internal psychological, internal enacted, external psychological and external enacted. Our model delineates the conditions under which different types of boundaryless careers affect the formation and deployment of organizational structural, relational and cognitive social capital and offer propositions based on our analysis. In addition we examine type of knowledge (exploratory or exploitative) pursued by the firm as a key moderator for the relationships we propose. Copyright © 2008 John Wiley & Sons, Ltd.

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References

1973The Strength of Weak Ties 1975Belief, Attitude, Intention and Behavior: An Introduction to Theory and Research 1988Social Capital in the Creation of Human Capital 1991Exploration and Exploitation in Organizational Learning 2000Social Capital in the Creation of Human Capital 1990Foundations of social theory 1996Toward a knowledge‐based theory of the firm 1995Bowling Alone: America's Declining Social Capital

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