Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
12 Cards in this Set
- Front
- Back
- 3rd side (hint)
|
Intellectual capital |
The knowledge and knowing capability of an organization |
|
|
|
Organizational social capital |
A resource reflecting the character of social relations within the organization |
|
|
|
Employment practices |
The patterns that may be observed in an organization's hiring and workplace conditions |
Patterns |
|
|
Normative implications |
Different approaches to SC alternatively stress density, redundancy & efficiency in social interactions; vary in terms of implicit normative recommendations for building SC |
|
|
|
Two components of organizational social capital |
Associability and trust |
|
|
|
Associability |
The willingness and ability of participants to work towards a collective goal |
|
|
|
Three possible ways to build SC through employment practices |
Stable relationships, strong norms, specified roles |
|
|
|
Line of Sight |
An employee's understanding of the firm's strategic goals as well as the actions necessary to accomplish them |
|
|
|
Strategic leadership |
A person's ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a viable future for the organization |
|
|
|
Four stages in successfully managing resources |
Evaluating, changing, configuring and leveraging resources |
|
|
|
Social identification |
The perception of being psychologically intertwined with the fate of the pertinent social unit(s) with which the actor identifies |
|
|
|
Six potential negative consequences of SC |
Dilution of the dialectical process, inhibition of individual learning, groupthink, postponement of structural adjustments, non-rational escalation of commitment, blurring of firm's boundaries |
|
