Title: Social Capital Activation During Times of Organizational Change
Description: This dissertation contributes to our understanding of how people build and use social capital - resources embedded in social relations - in organizational settings. Whereas the extant literature has tended to focus on the structure of interpersonal networks within organizations and the link to various indicators of individual attainment, this dissertation instead uncovers the dynamics of network action. Two central questions are addressed: (1) During times of organizational change, how do organizational actors use the social resources accessible to them by virtue of their position in the structure? and (2) What organizational interventions can help people forge valuable new connections in the workplace? Core to this investigation is the concept of social capital activation - that is, the conversion of latent social ties into active relationships.