TMG Social Capital, Strategic Choice and Firm Performance

This paper develops a framework that links characteristics of top managers to the development of bridging and bonding social capital in top management groups (TMGs), and outlines some of the strategic and environmental contingencies that influence social capital’s value to organizations. We argue that social capital is a vital operative mechanism through which links between executive characteristics, strategic choice, and performance occur, and show how a directed application of social capital at the senior management level can shed new light on the social dimensions of top management activities.