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Human Resource Management on Social Capital

Human Resource Management on Social Capital
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Author(s): Macarena López-Fernández (University of Cádiz, Spain), Fernando Martín-Alcázar (University of Cádiz, Spain) and Pedro Miguel Romero-Fernández (University of Cádiz, Spain)
Copyright: 2010
Volume: 1
Issue: 2
Pages: 13
Source title: International Journal of Human Capital and Information Technology Professionals (IJHCITP)
Editor(s)-in-Chief: Sanjay Misra (Covenant University, Nigeria)
DOI: 10.4018/jhcitp.2010040103

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Abstract

Over the past years, several researchers have analysed the relational dynamics that takes place inside and between organizations (concept, mediating and moderating variables, effects, etc.) considering it as a resource capable of contributing to the orientation and the strategic positioning of the organizations, and, as a last resort, to the support of the competitive advantages. Nevertheless, there are very few studies that include evidence about how the effective management of certain characteristics and properties of the network, such as the work dynamics developed or the interaction in the group may be useful for the operation of the work group itself in firms that develope its activity in high-tech sectors. Thus, the objectives of this paper is to develop a conceptual framework for studying the relationship between Human Resource Activities and Social Capital while underlining the importance that human resource policies play in the management of this variable in a IT environment.

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