Building Social Capital in a Multibusiness Firm Lessons from a Case Study 1st Edition by Eva Bilhuber Galli ISBN 383496171X 9783834961716

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ISBN 10: 383496171X 
ISBN 13: 9783834961716
Author: Eva Bilhuber Galli

Realizing synergies across different businesses is a mulitbusiness firm’s generic strategic challenge. Eva Bilhuber Galli investigates the role of social capital in cross-business collaboration and how to build it effectively with leadership development practices.

Building Social Capital in a Multibusiness Firm Lessons from a Case Study 1st Table of contents:

1 Introduction
1.1 Research Problem and Research Gaps
1.2 Research Focus and Guiding Questions
1.3 Purpose and Contribution
1.4 Outline of Dissertation
2 Existing Theory and Research
2.1 Multibusiness Firms
2.1.1 Introduction
2.1.2 Entrepreneurial Rationale
2.1.3 Corporate Strategy
2.1.4 Strategy Realization1
2.1.5 Conclusion
2.2 Leadership Development in Multibusiness Firms
2.2.1 Introduction
2.2.2 Leadership Development Approaches
2.2.3 A Sub domain of Human Resource Management Human Resources Management (HRM).
2.2.4 Strategic Alignment of HRM Activities Strategic Human Resources Management Perspective.
2.2.5 Conclusion
2.3 Strategic Alignment of Leadership Development in Multibusiness Firms
2.3.1 Introduction
2.3.2 Guiding Investigation Framework
2.3.3 Intended and Experienced Leadership Development Practices Intended Leadership Development Prac
2.3.4 Developmental, Behavioral and Performance Outcomes Developmental Outcome.
2.3.5 Conclusion
3 Research Approach
3.1 Introduction
3.2 General Scientific Approach
3.3 Research Methodology
3.3.1 Inductive Research
3.3.2 Case Study Approach
3.4 Research Design
3.4.1 Industrial and Organizational Context
3.4.2 Unit of Analysis
3.4.3 Case Selection
3.4.4 Research Set-up
3.4.5 Research Process
3.4.6 Data Collection6 Expert Interviews.
3.5 Data Analysis
3.5.1 Analysis of Quantitative Data (Survey)
3.5.2 Analysis of Qualitative Data (Interviews)
3.6 Research Quality
3.6.1 Validity
3.6.2 Reliability
3.7 Conclusion
4 Case Study
4.1 Introduction
4.2 Research Context
4.2.1 Trends in the Industrial Environment
4.2.2 FinanceCorp Organization Company Profile.
4.3 Research Site: SubFinanceCorp
4.3.1 Cross-business Collaboration Activities
4.3.2 Management Support
4.3.3 Leadership Development
4.4 Cross-collaborating Middle Managers
4.4.1 Sample Characteristics
4.4.2 Collaboration Performance
4.4.3 Collaboration Activities
4.4.4 Social Capital
4.4.5 Leadership Development Experiences
4.5 Conclusion
5 Analytical Generalization
5.1 The Role of Social Capital in Cross-business Collaboration
5.1.1 Introduction
5.1.2 Perspectives on Relevant Dimensions of Social Capital
5.1.3 Perspectives on Social Capital Development
5.1.4 Conclusion
5.2 Leadership Development’s Contribution to Social Capital
5.2.1 Introduction
5.2.2 Perspectives on the Overall Contribution
5.2.3 Perspectives on Distinct Contributions
5.2.4 Conclusion
5.3 Strategic Alignment of Leadership Development
5.3.1 Introduction
5.3.2 External Alignment of Leadership Development Practices
5.3.3 Internal Alignment of Leadership Development Practices
6 Conclusion
6.1 Contributions to Theory and Practice
6.1.1 Contributions to Theory
6.1.2 Contributions to Practice
6.2 Limitations of the Dissertation
6.2.1 Methodological and Empirical Limitations
6.2.2 Theoretical Limitations
6.3 Directions for Future Research
6.3.1 Methodological and Empirical Directions
6.3.2 Theoretical Directions
6.4 Outlook

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