1. The role of social capital in interorganizational collaboration Empirical findings in linking connections in inter-organizational road construction work Paper presentation for the XXVIII International Sunbelt Social Network Conference St. Pete Beach, Florida Tjip de Jong Phd student at the University of Twente, Faculty of Behavioural Science & Consultant at Kessels & Smit, The Learning Company
2. Outline of the presentation Future steps 13 Conclusion 12 Findings of the case study 9 Introduction of the case study 6 Central themes of the study 3
3. Central themes of the study I Research questions of the Phd study: What is the relation between knowledge productivity and social networks and in what way is social capital affecting this? What stimulates and inhibits knowledge productivity from a social network perspective? What stimulates and inhibits knowledge productivity from a social capital perspective? How can HRD-practitioners adopt the findings of this study as a basis for their interventions?
4. Central themes of the study II Knowledge productivity entails the process of identifying, gathering and interpreting relevant information, using this information to develop new skills and then to apply these skills to improve and radically innovate operating procedures, products and services. (Keursten et al., 2006) Tracing this relevant information, developing it and applying new competences are based on powerful learning processes. Keursten et al., 2006)
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6. Central themes of the study IV Social capital Trust Quality of relationships Interorganizational collaboration Breakthroughs in collaboration Knowledge productivity Improvement of procedures, products and services Linking connections
7. Central themes of the study V In what way does social capital facilitates knowledge productivity? In what way does the increase of trust affects te quality of relationships? Interorganizational collaboration that is based on trust, how does this lead to collaborational breakthroughs? How do those breakthroughs support knowledge productivity ?
8. Introduction of the case study The study followed an intervention by a consultant Three organizations obtained each one subproject Highway construction project tendered by a state agency This case study focussed on the contract managers, project managers and state agency counterparts A lot of tension between parties.. Testing the effect of an intervention
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10. Findings II: Collaboration breakthroughs Focussing on the relation Reflecting on the relation Developing the relation
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12. Conclusion Creating a shared language and codes lubricates interorganizational collaboration Trust and collaboration can create a prisoner dilemma that you can’t escape.. Trust is the mechanism of a relationship and should be studies accordingly.. Reflection needs a third party (mirror) and builds trust.. Procedures inhibits trust building.. Communication.. Again..
