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Global organizational leaders' socia...

Nakamura, Yoshie Tomozumi.

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Global organizational leaders' social capital formation: A case study.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Global organizational leaders' social capital formation: A case study./
Author:	Nakamura, Yoshie Tomozumi.
Description:	145 p.
Notes:	Source: Dissertation Abstracts International, Volume: 71-10, Section: A, page: 3712.
Contained By:	Dissertation Abstracts International71-10A.
Subject:	Education, Leadership. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3424918
ISBN:	9781124255439

Global organizational leaders' social capital formation: A case study.
Nakamura, Yoshie Tomozumi.

Global organizational leaders' social capital formation: A case study. - 145 p.

Source: Dissertation Abstracts International, Volume: 71-10, Section: A, page: 3712.

Thesis (Ed.D.)--Teachers College, Columbia University, 2010.

How can global organizational leaders successfully carry out their work while dealing with ever-changing business issues and managing multiple tasks and responsibilities? Social capital construction is seen as one of the critical success factors to these executives. This exploratory case study was to examine what factors impact organizational leaders' social capital building. This study also sought to examine the effects of participating in an annual leadership development seminar toward the creation of social capital in global contexts. The factors identified in this study were: perceived interactive opportunities, individual-owned resources, and motivational interactivity constraints. The research site for this study was a global professional services firm. The sample was a total of 520 organizational leaders from 51 countries that were promoted within the last 5 years. Online surveys were the main tools for this study. As a supplement, qualitative data obtained from 15 telephone interviews, field observation, and archival documents were collected.

ISBN: 9781124255439Subjects--Topical Terms:

1035576
Education, Leadership.

Global organizational leaders' social capital formation: A case study.
LDR:02953nam 2200301 4500 001 1401096
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020 $a 9781124255439
035 $a (UMI)AAI3424918
035 $a AAI3424918
040 $a UMI $c UMI
100 1 $a Nakamura, Yoshie Tomozumi. $3 1680208
245 1 0 $a Global organizational leaders' social capital formation: A case study.
300 $a 145 p.
500 $a Source: Dissertation Abstracts International, Volume: 71-10, Section: A, page: 3712.
500 $a Adviser: Victoria Marsick.
502 $a Thesis (Ed.D.)--Teachers College, Columbia University, 2010.
520 $a How can global organizational leaders successfully carry out their work while dealing with ever-changing business issues and managing multiple tasks and responsibilities? Social capital construction is seen as one of the critical success factors to these executives. This exploratory case study was to examine what factors impact organizational leaders' social capital building. This study also sought to examine the effects of participating in an annual leadership development seminar toward the creation of social capital in global contexts. The factors identified in this study were: perceived interactive opportunities, individual-owned resources, and motivational interactivity constraints. The research site for this study was a global professional services firm. The sample was a total of 520 organizational leaders from 51 countries that were promoted within the last 5 years. Online surveys were the main tools for this study. As a supplement, qualitative data obtained from 15 telephone interviews, field observation, and archival documents were collected.
520 $a The major findings of this study highlight the effects of the identified three components: interactive opportunities, individual-owned resources, and motivational interactivity constraints toward leaders' social capital (advice ties and network relations). Cultural orientation factors (embeddedness, hierarchy, and mastery) impacting leaders' social capital formation reveal interesting results among this diverse research population. Further, drawn from the interview data, leaders' motivation toward constructing social capital is discussed. The leadership development seminar's impact on leaders' social capital is discussed as well. Given the results, this study presents an organizational leaders' social capital growth model. The model indicates how the identified three components can expand advice ties and network relations as organizational leaders' social capital. Theoretical and practical implications and future research are discussed.
590 $a School code: 0055.
650 4 $a Education, Leadership. $3 1035576
650 4 $a Business Administration, Management. $3 626628
650 4 $a Education, Business. $3 1017515
690 $a 0449
690 $a 0454
690 $a 0688
710 2 $a Teachers College, Columbia University. $3 1018028
773 0 $t Dissertation Abstracts International $g 71-10A.
790 1 0 $a Marsick, Victoria, $e advisor
790 $a 0055
791 $a Ed.D.
792 $a 2010
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3424918