The role of organizational social capital in performance management

Michele Tantardini, Alexander Kroll

Research output: Contribution to journalArticlepeer-review

32 Scopus citations


This article introduces the concept of organizational social capital and connects it to research on performance management, providing a conceptual definition and discussing related measurement issues. The article theorizes that structural ("social interaction"), relational ("trust"), and cognitive ("common goals") organizational social capital foster the use of performance information and thereby relates social capital to an outcome variable that has recently received much attention in research on performance management reforms. The article bridges performance management studies to the broader organizational science literature, pointing out a gap in prior work and setting the stage for further research.

Original languageEnglish (US)
Pages (from-to)83-99
Number of pages17
JournalPublic Performance and Management Review
Issue number1
StatePublished - Jan 2 2016

All Science Journal Classification (ASJC) codes

  • Public Administration
  • Strategy and Management


Dive into the research topics of 'The role of organizational social capital in performance management'. Together they form a unique fingerprint.

Cite this