Building Social Capital in a Multibusiness Firm [electronic resource] : Lessons from a Case Study /
Bilhuber Galli, Eva.author.
Realizing synergies across different businesses is a mulitbusiness firm’s generic strategic challenge. Eva Bilhuber Galli investigates the role of social capital in cross-business collaboration and how to build it effectively with leadership development practices. Studying a case of a large multibusiness firm, she comes to counter-intuitive conclusions: 1) Not all types of cross-business collaboration require the same intensity level of social capital. 2) To build strong forms of social capital, single networking events seem to fall short. The alignment of practices over time needs to be considered.
Description based upon print version of record.
Overview of Contents; Table of Contents; List of Figures, Tables, Appendices; 1 Introduction; 1.1 Research Problem and Research Gaps; 1.2 Research Focus and Guiding Questions; 1.3 Purpose and Contribution; 1.4 Outline of Dissertation; 2 Existing Theory and Research; 2.1 Multibusiness Firms; 2.1.1 Introduction; 2.1.2 Entrepreneurial Rationale; 2.1.3 Corporate Strategy; 2.1.4 Strategy Realization1; 2.1.5 Conclusion; 2.2 Leadership Development in Multibusiness Firms; 2.2.1 Introduction; 2.2.2 Leadership Development Approaches
2.2.3 A Sub domain of Human Resource Management Human Resources Management (HRM).2.2.4 Strategic Alignment of HRM Activities Strategic Human Resources Management Perspective.; 2.2.5 Conclusion; 2.3 Strategic Alignment of Leadership Development in Multibusiness Firms; 2.3.1 Introduction; 2.3.2 Guiding Investigation Framework; 2.3.3 Intended and Experienced Leadership Development Practices Intended Leadership Development Practices.; 2.3.4 Developmental, Behavioral and Performance Outcomes Developmental Outcome.; 2.3.5 Conclusion; 3 Research Approach; 3.1 Introduction
3.2 General Scientific Approach3.3 Research Methodology; 3.3.1 Inductive Research; 3.3.2 Case Study Approach; 3.4 Research Design; 3.4.1 Industrial and Organizational Context; 3.4.2 Unit of Analysis; 3.4.3 Case Selection; 3.4.4 Research Set-up; 3.4.5 Research Process; 3.4.6 Data Collection6 Expert Interviews.; 3.5 Data Analysis; 3.5.1 Analysis of Quantitative Data (Survey); 3.5.2 Analysis of Qualitative Data (Interviews); 3.6 Research Quality; 3.6.1 Validity; 3.6.2 Reliability; 3.7 Conclusion; 4 Case Study; 4.1 Introduction; 4.2 Research Context; 4.2.1 Trends in the Industrial Environment
4.2.2 FinanceCorp Organization Company Profile.4.3 Research Site: SubFinanceCorp; 4.3.1 Cross-business Collaboration Activities; 4.3.2 Management Support; 4.3.3 Leadership Development; 4.4 Cross-collaborating Middle Managers; 4.4.1 Sample Characteristics; 4.4.2 Collaboration Performance; 4.4.3 Collaboration Activities; 4.4.4 Social Capital; 4.4.5 Leadership Development Experiences; 4.5 Conclusion; 5 Analytical Generalization; 5.1 The Role of Social Capital in Cross-business Collaboration; 5.1.1 Introduction; 5.1.2 Perspectives on Relevant Dimensions of Social Capital
5.1.3 Perspectives on Social Capital Development5.1.4 Conclusion; 5.2 Leadership Development's Contribution to Social Capital; 5.2.1 Introduction; 5.2.2 Perspectives on the Overall Contribution; 5.2.3 Perspectives on Distinct Contributions; 5.2.4 Conclusion; 5.3 Strategic Alignment of Leadership Development; 5.3.1 Introduction; 5.3.2 External Alignment of Leadership Development Practices; 5.3.3 Internal Alignment of Leadership Development Practices; 6 Conclusion; 6.1 Contributions to Theory and Practice; 6.1.1 Contributions to Theory; 6.1.2 Contributions to Practice
6.2 Limitations of the Dissertation
Includes bibliographical references (p. 257-271).
Realizing synergies across different businesses is a mulitbusiness firm’s generic strategic challenge. Eva Bilhuber Galli investigates the role of social capital in cross-business collaboration and how to build it effectively with leadership development practices. Studying a case of a large multibusiness firm, she comes to counter-intuitive conclusions: 1) Not all types of cross-business collaboration require the same intensity level of social capital. 2) To build strong forms of social capital, single networking events seem to fall short. The alignment of practices over time needs to be considered.
Personnel management.
Management.
Human Resource Management.
Management.