Teaching executives to see social capital: Results from a field experiment Export

@article{citeulike:1474579, abstract = {This paper is about the benefits of teaching executives to understand the network structure of social capital. There is abundant cross-sectional evidence of performance correlated with network structure. Corroborating that evidence, we run a field experiment in which executives educated in the network structure of social capital show performance improvement relative to a control group of untrained, but otherwise equally able peers: program graduates are 36-42\% more likely to receive top performance evaluations, 43-72\% more likely to be promoted (an effect that builds in the 2 years following the program), and 42-74\% more likely to be retained by the company. Active participation matters. The subsequent careers of executives who were quiet spectators in the program cannot be distinguished from the careers of people in the control group, peers who never attended the program.}, author = {Burt, Ronald S. and Ronchi, Don}, citeulike-article-id = {1474579}, citeulike-linkout-0 = {http://www.sciencedirect.com/science/article/B6WX8-4M93BJR-1/2/83348ee07400a8cd24dc2355fea5d80a}, journal = {Social Science Research}, keywords = {adult-learning, employment, field-experiment, social-capital, social-network, training}, month = {September}, number = {3}, pages = {1156--1183}, posted-at = {2007-07-23 12:06:04}, priority = {2}, title = {Teaching executives to see social capital: Results from a field experiment}, url = {http://www.sciencedirect.com/science/article/B6WX8-4M93BJR-1/2/83348ee07400a8cd24dc2355fea5d80a}, volume = {36}, year = {2007} }

TY - JOUR ID - citeulike:1474579 L3 - citeulike-article-id:1474579 N2 - This paper is about the benefits of teaching executives to understand the network structure of social capital. There is abundant cross-sectional evidence of performance correlated with network structure. Corroborating that evidence, we run a field experiment in which executives educated in the network structure of social capital show performance improvement relative to a control group of untrained, but otherwise equally able peers: program graduates are 36-42% more likely to receive top performance evaluations, 43-72% more likely to be promoted (an effect that builds in the 2 years following the program), and 42-74% more likely to be retained by the company. Active participation matters. The subsequent careers of executives who were quiet spectators in the program cannot be distinguished from the careers of people in the control group, peers who never attended the program. IS - 3 JF - Social Science Research EP - 1183 TI - Teaching executives to see social capital: Results from a field experiment VL - 36 SP - 1156 KW - adult-learning KW - employment KW - field-experiment KW - social-capital KW - social-network KW - training AU - Burt, Ronald AU - Ronchi, Don PY - 2007/09// UR - http://www.sciencedirect.com/science/article/B6WX8-4M93BJR-1/2/83348ee07400a8cd24dc2355fea5d80a ER -