142 /274
家族企業之興業行為：探究忠僕型經理人、開創性導向以及新產品開發之關係
142
2.8 The Moderating Role of Family Social Capital
As we have hypothesized, steward-like managers have a strong influence on explorative
activities. However, this picture might be different when a firm is subject to various internal
or external conditions. In line with social capital perspectives, we further argue that family
social capital facilitates explorative activities by acting as a moderator of the proposed
relationships for structural, cognitive and relational reasons.
Social capital is conceptualized as consisting of three dimensions: structural, cognitive
and relational (Nahapiet and Ghoshal, 1998). The structural dimension of social capital
concerns the proper ties of the social system and of the network of relations as a whole. The
density and connectivity of social ties, as well as members’ ability to use and re-use social
networks, is generally conceptualized as the resources embedded in the structure and content
of a variety of networks, among which families are included (Tsai and Ghoshal, 1998).
Research suggests that the structural family ties can and do transcend ties found in the
organization (Arregle, Hitt, Sirmon, and Very, 2007). Therefore, it is believed that family
social capital can create potential advantages for the family firm, such as access to
information and economic resources, political connections, and linkages to important
institutions.
Stewardship perspective stresses that managers will work diligently to accomplish firm
goals due to their altruism, fairness and pride in their work (Davis et al., 1997), while family
social capital can ensure the options and alternatives, created through a comprehensive
strategic decision-making process that is diversified, well-constructed and properly
considered. Because family members’ social capital can help an organization to access more
information or resources, it can broaden the scope of existing options and help to elevate the
quality of mangers’ decisions, thereby fostering exploration activities.
The cognitive dimension of social capital emphasizes the importance of shared
interpretations, understanding and systems of meaning among parties (Nahapiet and
Ghoshal, 1998). Specifically, it highlights the group’s shared vision and purpose, as well as
unique language, stories and culture of a collective that are commonly known, and deeply
embedded. The shared cognitive frame of reference is a bonding mechanism that allows
individuals to exchange, communicate and integrate ideas (Tsai and Ghoshal, 1998; Grant,
1996). Therefore, the social capital of a family, as a bonding mechanism, can convey a
profound explanation for why continuing the business is important to the family (Lansberg,
1999). At the same time, it can create the collective understanding that is necessary for the
family to maintain collaboration and achieve long-term family goals.