Playing Well Together: Creating Corporate Social Capital in Strategic Alliance Networks

Corporate social capital involves the likelihood of ego actors accessing and using the resources held by their network alters to facilitate work-related goals. Corporate social capital networks span multiple levels of analysis from individuals, to workteams, organizations, and organizational field-nets. Repeated interactions strengthen social capital ties by building trust and confidence among actors, reducing the temptation to behave opportunistically towards partners, and facilitating numerous favorable out-comes. However, these relations can become liabilities when agents use their indi-vidual social capital to benefit their organizations. Social capital concepts may help to explain the evolution of the strategic alliance network in the Global Information Sector, a multi-industry system whose collaborative agreements grew exponentially from 1989 to 2000, creating a complex network of overlapping partnerships. The evolving alliance network comprises a collective structure of corporate social capital, an organizational field-net that simultaneously facilitates and constrains its member firms ’ opportunities