Global careers: a social capital paradox

Abstract

Global careers, typically defined as involving multiple international relocations including various positions and assignments in several countries, have recently received increasing research attention. This interest is driven by a growing corporate need for managers who are able to deal with global integration and co-ordination in large multinational corporations. An important aspect of the competency of a global manager is his or her social capital, i.e. the network relationships he or she possesses. However, while the concept of social capital has been widely used in a number of research fields recently, it has received relatively little attention thus far in the IHRM context. This paper contributes to this research gap, and seeks to answer the empirical research question of how multiple international relocations affect the social capital of a manager. Our qualitative interviews of 20 Finnish MNC managers with global careers identified that such careers represent a ‘social capital paradox’. Global careers are characterized by a broad and diverse network of both internal and external ties. This breadth and diversity relate to (1) the managers' internal contact networks of weak ties (2) their internal support networks of strong ties and (3) their external networks of both strong and weak ties. These typical characteristics represent three major social capital paradoxes in the sense that they carry both significant social–capital-related benefits as well as potential risks.

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