Social capital theory has been advanced as a key tool in understanding knowledge transfer within multinational organisations. Some have gone so far as to claim that the outstanding question in this arena is how to fashion effective practices and processes for the development of social capital. In this paper we draw on case study material, from a French headquartered MNC, to raise questions about the underlying assumptions behind this view.
FENTON-O’CREEVY, M., CERDIN, J.L. et GOODERHAM, P. (2008). Bridging Roles, Social Skill, and Embedded Knowing in Multinational Organisations. Dans: Proceedings of the 24th European Group for Organization Studies (EGOS) Colloquium: Upsetting Organizations. European Group for Organizational Studies (EGOS).