Performance systems and social capital

Grane Mikael Gregaard Rasmussen, Kasper Edwards

    Research output: Chapter in Book/Report/Conference proceedingArticle in proceedingsResearchpeer-review

    Abstract

    Performance systems and social capital are considered mutually exclusive. Contemporary studies show that social capital is essential in generating performance improvement. This raises an important question: “How do performance systems and social capital correspond?” This study draws on findings from a study on implementation of a performance system in Danish construction. The results show causalities between implementing the performance system and the emergence of social capital in construction projects. Results indicate that performance systems and social capital is not mutually exclusive, but that the effects of performance systems derive from motives for compliance, interpretations of common goals and strategic activities.
    Original languageEnglish
    Title of host publicationHuman Factors in Organizational Design and Management - XI
    EditorsO. Broberg, N. Fallentin, P. Hasle, P.L. Jensen, A. Kabel, M.E. Larsen, T. Weller
    Number of pages5
    PublisherIEA Press
    Publication date2014
    Pages543-547
    Publication statusPublished - 2014
    Event11th International Symposium on Human Factors in Organizational Design and Management and 46th Annual Nordic Ergonomics Society Conference (NES) - Copenhagen, Denmark
    Duration: 17 Aug 201420 Aug 2014
    Conference number: 11
    http://www.odam2014.org/

    Conference

    Conference11th International Symposium on Human Factors in Organizational Design and Management and 46th Annual Nordic Ergonomics Society Conference (NES)
    Number11
    CountryDenmark
    CityCopenhagen
    Period17/08/201420/08/2014
    Internet address

    Keywords

    • Relational coordination
    • Organizational change

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