Modeling job effectiveness and its antecedents from a social capital perspective: A survey of virtual teams within business organizations
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.
job effectiveness cognitive social capital team commitment structural social capital relational social capital