Modeling job effectiveness and its antecedents from a social capital perspective: A survey of virtual teams within business organizations

Chieh-Peng Lin*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

26 Scopus citations

Abstract

This study develops two alternative models concerning job effectiveness, knowledge sharing, and their antecedents related to individuals' perception about their job effectiveness in a team. Model 1 of this study intends to be as parsimonious as theoretically justifiable. It posits that three dimensions of social capital - structural, relational, and cognitive social capital - simultaneously influence knowledge sharing and job effectiveness indirectly through the mediation of team commitment, while job effectiveness is also influenced by knowledge sharing. Based on Model 1, Model 2 further adds that knowledge sharing is influenced directly by three dimensions of social capital. The two models are tested by collecting data from professionals of virtual teams in high-tech industries. The test results support seven out of nine hypotheses in Model 2. Finally, managerial implications of the empirical findings are also discussed.

Original languageEnglish
Pages (from-to)915-923
Number of pages9
JournalComputers in Human Behavior
Volume27
Issue number2
DOIs
StatePublished - 1 Mar 2011

Keywords

  • Cognitive social capital
  • Job effectiveness
  • Relational social capital
  • Structural social capital
  • Team commitment

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