Document Type
Article
Publication Date
3-1-2008
Abstract
This study examines social capital persistence following organizational disbanding. It utilizes data collected from a cohort of Arthur Andersen professionals employed in the same U.S. regional office of the firm prior to the 2001 Enron scandal. As predicted by extant research, results support the influence of bonding and utilization relationships. Interestingly, predicted support for bridging relationships was absent. The study also finds that individuals who were dispersed from their original cohort stood to gain more from their social capital, compared to their counterparts who were rehired by competitors with the same cohort after disbanding.
Keywords
social capital (sociology), organizational change
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Sellers, R. Drew, "The Strength of 'Dispersed' Ties: An Examination in Persistence of Social Capital Following Organizational Disbanding" (2008). Student Scholarship. 496.
https://commons.case.edu/studentworks/496