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The Search for Social Capital Transference in Associations: The Case of the Verrado AssemblyJanuary 2014 (has links)
abstract: This mixed-method study of a community association discusses the potential for a comeback in associationalism. This comeback is posited to first occur within associations before it can occur across associations. This study discusses research on associations and critiques its failure to not go far enough to understand how to spur this comeback. In particular, this study suggests that future research needs to focus more on the psychological components of social capital and pay more attention to the more informal forms of association behavior.
The findings of this community case study provide a preliminary model of psychological social capital development and transference. The findings suggest that Herzberg's (1959) factors, attitudes, and effects complex still holds merit after considering psychological social capital effects, specifically cognitions and behaviors. Evidence from looking at associational and community involvement is presented that suggests that psychological social capital can be transferred between associations and their respective communities. A framework for intentionally stimulating psychological social capital transference is presented based on an association's leadership program. Thus, psychological social capital transference as a theory is presented for consideration in future research and application. / Dissertation/Thesis / Doctoral Dissertation Community Resources and Development 2014
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Erfolgsfaktor Verhalten: Kooperationsunterstützende Verhaltensweisen von Mitarbeitern in virtuellen UnternehmenHoth, Juliane, Laumann, Maja January 2004 (has links)
Eine Möglichkeit, Produktions- und Dienstleistungsprozesse in virtuellen Unternehmen effizient abzuwickeln, ist die Bildung firmenübergreifender Mitarbeiterteams. Verschiedene Autoren konzeptualisieren deshalb virtuelle Unternehmen als eine teambasierte Organisations- bzw. Kooperationsform (z. B. Krystek; Redel; Reppegather 1997/Schräder 1996). Im Zentrum dieses Verständnisses steht die Idee, dass entsprechend der zu erbringenden Leistungen nicht nur Unternehmen, sondern insbesondere die Mitarbeiter dieser Unternehmen zu einem interorganisationalen Team temporär zusammengeführt werden. Nach der Leistungserfüllung lösen sich der Unternehmensverbund als auch das Team wieder auf.
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