SOAS Research Online

Abstract

This study suggests that it is critical for executives todeveloptransnational social capital(TSC), or professionalrelationships and ties that span national borders. We firstprovide a conceptual framework and careful operationaliza-tion of TSC that differentiates between bonding and bridg-ing forms of social capital. We then examine the effect ofthree key determinants—opportunity, investment and abil-ity—on the TSC of executives. Using detailed survey dataon 227 executives, our analysis suggests that internationalexperience, investment in communicating with cross-borderties and cosmopolitan ability have direct effects on overallTSC. We further demonstrate that international experienceand cosmopolitan ability affect both bridging and bonding,but that investment in cross-border communication onlyaffects bridging social capital. The study proposes thatsocial capital is becoming more and more transnational asconnections, interactions and transactions increasingly spannational borders, which has implications for internationalbusiness and human resource management. Given our find-ings, it would make sense for global organizations to paymore attention to these, if they would like their membersto develop this resource. We point out benefits to organiza-tions and individuals.