Enabling Positive Social Capital in Organizations.

By Wayne E. Baker, Jane E. Dutton. 2007

147 citations recorded by the source corpus.

Subfields: Communication, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/aa7e4050739eabd4716603f21e37fe65647743cb

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Citations in the corpus

Perceptions of Organizational Virtuousness and Happiness as Predictors of Organizational Citizenship Behaviors (2010, background): “These positive social bonds may lead people to meet their social, intimacy, and security needs, thus experiencing higher AWB (Baker and Dutton, 2007; Baumeister and Leary, 1995; Haller and Hadler, 2006; Weiss, 1991).”
Out of the Box? How Managing a Subordinate’s Multiple Identities Affects the Quality of a Manager-Subordinate Relationship (2015, unknown): “In the second stage, the physician-manager’s knowledge is combined with the COO’s resources (Baker & Dutton, 2007).”
Organizational investments in social capital, managerial coaching, and employee work-related performance (2011, background): “, 2003, 2007), and high-involvement or relationship-based human resource development practices like rational selection, relational socialization, rewarding relational skills, use of group incentives, relational meeting practices, and the use of collaborative technologies have a direct positive influ”
Towards a positive university (2011, background): “In organizational contexts, social capital is positive if it supports people to attain higher order goals that represent growth and flourishing at the individual, group and organizational level (Baker & Dutton, 2007).”
Learning behaviours in the workplace: The role of high-quality interpersonal relationships and psychological safety (2009, background): “For example, Baker and Dutton (2007) identify five clusters of practices that facilitate the building of high-quality relationships.”
How Effective Is Telecommuting? Assessing the Status of Our Scientific Findings (2015, background): “Moreover, resources and knowledge within the organization flow through relationship networks (W. Baker & Dutton, 2007).”
In good company: The impact of perceived organizational support and positive relationships at work on turnover intentions (2015, background): “Managers can facilitate the development of positive relationships at work through two major categories: human resource practices such as selection, socialization, evaluation, rewards; and everyday work practices such as the conduct of meetings, collaborative technologies and interpersonal helping (B”
Pathways for Positive Identity Construction at Work: Four Types of Positive Identity and the Building of Social Resources (2010, background): “Because trust and respect are marker characteristics of high-quality connections at work (Dutton & Heaphy, 2003), having an identity that is defined by compassion may lead to higher-quality relationships with others (Baker & Dutton, 2007).”