Social capital among corporate upper echelons and its impacts on executive promotion in Korea

Kim, Yangmin; Cannella, Albert A.
January 2008
Journal of World Business;Jan2008, Vol. 43 Issue 1, p85
Academic Journal
Abstract: Our study provides both theory and evidence about the effect of social capital possessed by individual managers of Korean corporations on their likelihood of promotion to the next hierarchical level. We argue that (1) executive social capital can be dimensionalized into internal and external components, and both components are positively associated with executive promotion and (2) the effects of social capital on promotion are moderated by several contextual factors. We tested our hypotheses with a sample of 4759 executives in 199 large Korean companies from 1990 through 1999. The results provide strong support for the predicted main effects, but limited support for the predicted moderation effects.


Related Articles

  • African culture and managerial behaviour: Clarifying the connections. Mufune, P. // South African Journal of Business Management;Sep2003, Vol. 34 Issue 3, p17 

    There is an increasing recognition that Management is a critical factor in the running of African organizations and in pulling African countries out of their economic crisis. Although efforts have been made to provide management and administrative training, the role of culture in management...

  • PM Image Busters.  // Public Management (00333611);Jun2008, Vol. 90 Issue 5, following p35 

    The article discusses the common mistakes made by executives that have a negative effect on their leadership image. The mistakes include too much seriousness, weak speaking skills, and lack of clarity. It notes that leaders should not overuse I, me, and my in their speaking engagement to avoid...

  • Your Company Is Not a Family. Hoffman, Reid; Casnocha, Ben; Yeh, Chris // Harvard Business Review Digital Articles;6/17/2014, p2 

    The article discusses organizational culture, particularly the reasons why chief executive officers (CEO) should not describe their companies as being like a family, and the importance of focusing on shared goals and long-term personal relationships.

  • Seven Ways to Improve Management Through the Art of Coaching. Hallbom, Tim; Warrenton-Smith, Ashley // Journal of Innovative Management;Summer2005, Vol. 10 Issue 4, p39 

    Discusses how coaching can be a powerful tool for improving individual performance and building the corporate culture. Definition of corporate coaching; Roles that are commonly confused with coaching in many organizations; Guidelines for effective coaching.

  • Figuratively Speaking. MacIntyre, John // South Carolina Business Journal;May2004, Vol. 23 Issue 4, p3 

    This article presents a statistics column on organizational sociology. 46% of workers cover for their boss if he/she made a mistake. 51% of men and 40% of women have said they would cover their boss. 45% said they would not cover for their boss. 18% of American chief executive officers (CEOs)...

  • Cultural Influence on Managerial Thinking. Prabhu, N. R. V. // Journal of Management Research (09725814);Dec2005, Vol. 5 Issue 3, p113 

    Culture has always been a source of influence on human behavior. In today's competitive world, the work place is becoming more unstable and unpredictable than ever before. To make the right judgement in the right context is the right choice of the present time. This study attempts to establish a...

  • THE MOST EFFECTIVE STORYLINES FOR MARKETING. Kawasaki, Guy // Smart Business St. Louis;Oct2012, Vol. 5 Issue 10, p5 

    The article offers marketing tips for companies. The importance of aspirations in helping executives to connect emotionally to the company and the issues are highlighted. People's penchant for pragmatic how-to advice is noted. It suggests that the personal stories of executives should be...

  • Values Drive Performance. George, Bill // Executive Excellence;Mar2004, Vol. 21 Issue 3, p18 

    Explores the creation of a culture that is both values-centered and performance driven. Characteristics of authentic companies; Impact when the company's leaders become role models for its values; Difference between values and performance; Challenges facing executives in changing a successful...

  • LEADERSHIP AND ITS IMPACT ON ORGANIZATIONAL CULTURE. Sarros, James C.; Gray, Judy; Densten, Iain L. // International Journal of Business Studies;Dec2002, Vol. 10 Issue 2, p1 

    Our study of 1,918 members of the Australian Institute of Management revealed strong and positive relationships among leadership and organizational culture. Individualized consideration was the prominent leadership style of executives, and performance orientation the prominent organizational...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics